scholarly journals Is Generation Z changing the understanding of HR work?

2021 ◽  
Vol 1 (2) ◽  
pp. 75-94
Author(s):  
Matthias Bender
Keyword(s):  
Human Resources ◽  
Qualitative Content Analysis ◽  
Human Resources Management ◽  
Talent Management ◽  
Management Approach ◽  
Extensive Literature ◽  
Current Form ◽  
Resources Management ◽  
Generation Z ◽  
Hr Management

This article aims to determine whether and how an increased entry of Generation Z could impact HR work. To answer this, two hypotheses were formulated. Afterward, an extensive literature search was carried out on various databases, with the search results being narrowed down step by step using two selection criteria. The finally selected literature, focusing on German-speaking areas, was then evaluated through qualitative content analysis. First, it was found that the research results on Generation Z are not as uniform as one might assume from the first impression, especially since there is also a tendency in the studies to prefer to interview students. However, it seems that the individual consideration of employees and communication with them will increasingly be demanded by them and thus become the focus of HR work, regardless of whether the employee is a talent or not. This fundamental claim could lead to the fact that the considerations regarding an exclusive or inclusive Talent Management approach are no longer expedient or even rather obstructive, especially since talent management in its current form has apparently not yet arrived at many companies even after more than 20 years. Considering the definition problem of the concept of talent alone, this is not surprising. The advantage of Talent Management over HR Management is that some main tasks from HR management are linked together. However, due to the framework conditions, all employees must be considered individually, and it could make sense to rename inclusive Talent Management to Employee Management. In that case, exclusive Talent Management is understood solely as Talent Management (methodological level), and both terms could be summarized under the generic term Human Resources Management (didactic level). This would result in a hierarchy of terms in which the terms are clearly distinguished from each other. Furthermore, the sharpening of the terms and the concentrated summary of essential aspects of personnel work (see Figure 3) should also make it easier for managers who are inexperienced in personnel work to carry out Human Resources Management. This article aims to contribute to the sharpening of theoretical concepts to facilitate their practical implementation. The article is suitable for entrepreneurs, executives, HR specialists, and academics.

COACHING CORE COMPETENCIES AS THE KEY SOFT SKILL FOR SUCCESSFUL HUMAN RESOURCES MANAGEMENT

2017 ◽  
Author(s):  
Serhii Kubitskyi ◽  
◽  
Oksana Chaika ◽  
Keyword(s):  
Transformational Leadership ◽  
Human Resources ◽  
Core Competencies ◽  
Human Resources Management ◽  
Soft Skill ◽  
Leadership Model ◽  
Resources Management ◽  
Hr Management ◽  
Or Organization ◽  
A Company

This paper aims at considering the well-known triad of What? How? Why? somewhat anew by suggesting looking at transformational leadership for successful human resources management through the lens of coaching core competencies as the key soft skill. Arising as the strategic approach to the effective management of people, well-thought human resources management that rests on a leadership model definitely enables management of a company or organization to move ahead of the curve and gain a firm foothold in the job market. The transformational leadership model fits the framework of the research and links to the contrastive line between management and leadership.It is emphasized that management processes focus on (i) maintaining and (ii) improving performance at work, on the one hand, and on the other, unlike management, the transformational leadership model focuses on the benefits of visionary thinking and bringing about change. Following the goal in the subject matter associated with successful HR management, the Golden Circle of What? How? Why?introduced by Simon Sinek finds its way in the description analysis. The Why? sectionopens the idea for successful HR managementto move further to What?section and is accompanied with How? section in the end. The final part of the findings embodies 11 current core competencies of coaching, which illustrate how the ways of implementing the soft skills in workplace may increase HR performance, enhance seamless communication among employees and management, drive change and welcome innovation.The four objectives for successful HR management: (i) drive change within a company or organization, (ii) encourage and motivate people for personal and corporate growth and development, (iii) employ innovation including modern technologies, and (iv) lead by example, correspond to the four cornerstones in the framework for successful company or organization management via transformational leadership. They are: (i) create an inspire vision of the future for the company’s (organization’s) employees, (ii) motivate the staff to live by and deliver the vision, (iii) manage delivery of the vision, (iv) attract and retain high-class professionals and young talents, build up strong and competitive teams, create and grow ever-stronger, trust-based relationships with the employees. The toolkit of ways, techniques and approaches may derive from the current core competencies in coaching that can be groupedsimilarly to the ICF ones as follows: (i) foundation, (ii) co-creating the relationship, (iii) communicating effectively, and (iv) cultivating learning and growth.

scholarly journals The Impact of Human Resources Management Practice amidst COVID-19

2020 ◽  
Vol 1 (1) ◽  
pp. 1-3
Author(s):  
Froilan D. Mobo
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Task Force ◽  
Human Resources Management ◽  
Management Approach ◽  
Resources Management ◽  
The Impact

The Novel Corona Virus COVID-19 made a huge impact in most private and government institutions with regards to their Human Resource Management Practices, especially in terms of how employees will work during the time of the pandemic. As per the InterAgency Task Force on COVID-19 Philippines there is a need to observe Social Distance and proper quarantine protocol to avoid from the infections of the widespread virus. The Civil Service Commission Philippines and the other government agencies release a memorandum on the operational process of manpower during the pandemic situations. As a result of their discussion they have come-up with a new approach with regards to operational procedures on Human Resources. Most of the Human Resource Management Officer arranged a Work From Home Scheme while others on a 50% capacity of manpower to report for work depending on the quarantine protocol set by regions or provinces. New Best Practices will be applied in the coming New Normal in terms of Human Resources Management Approach.

The dimensions and practices of talent management and its role in enhancing the efficiency and effectiveness of human resources management: A theoretical analytical study: أبعاد وممارسات إدارة المواهب ودورها في تعزيز كفاءة وفاعلية إدارة الموارد البشرية: دراسة تحليلية نظرية

2021 ◽  
Vol 5 (19) ◽  
pp. 175-156
Author(s):  
Fatima Mohammad Al- Rakhis, Maha Mohammad Al- Rakhis Fatima Mohammad Al- Rakhis, Maha Mohammad Al- Rakhis
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Analytical Study ◽  
Management Practices ◽  
Human Resources Management ◽  
Talent Management ◽  
Resources Management ◽  
Efficiency And Effectiveness

The study aimed to examine the dimensions and practices of talent management and its role in enhancing the efficiency and effectiveness of human resource management, a theoretical analytical study, and by attempting to answer the main question of the study and the sub- questions of the research problem, and by relying on the descriptive, analytical and theoretical approach of previous literature in this field through four hypotheses that were examined. The results of the study revealed that there is a relationship between talent management practices and the efficiency and effectiveness of human resources management, in addition to a relationship between talent management practices in terms of discovery, retention and development of talented people and the efficiency and effectiveness of human resources management and the validation of the four hypotheses. Talents according to a long- term strategic plan that focuses on performance indicators that increase added value and support institutional sustainability, while directing talent management practices to enhance the efficiency and effectiveness of human resource management performance.

Talent-Management As a New Direction in the Area of Human Resources Management

2015 ◽  
Vol 4 (3) ◽  
pp. 5-9 ◽  
Author(s):  
Лысенко ◽  
E. Lysenko ◽  
Ковалева ◽  
Inessa Kovaleva
Keyword(s):  
Human Resources ◽  
Personnel Management ◽  
Human Resources Management ◽  
Talent Development ◽  
Talent Management ◽  
Main Attention ◽  
Continuous Training ◽  
Work Activities ◽  
Resources Management ◽  
Individual Capacity

The article is devoted to talent management as topical aspects of personnel management. The main attention is paid to the problem of understanding the nature of talent, its species and specific features considering that it is a purely individual capacity, expressed in varying degrees of mastery of man. An attempt to describe the process of talent management in the organization, which allocated 5 steps: setting for talent, attract talent, use talent, talent development and talent evaluation. Separate focus is directed to the technological rules and compliance with the stages of creating a talent management technologies in order to build an effective talent management system, which must constantly grow and develop by providing continuous training for the organization of employment, work activities, material and non-material motivation and produce consistent profits.

Talent Management As A New Concept Of Human Resource Management: Comparative Analysis Of «Best Practices»

2019 ◽  
Vol 8 (4) ◽  
pp. 74-82 ◽  
Author(s):  
Е. Берсенева ◽  
E. Berseneva ◽  
О. Бузань ◽  
O. Buzan' ◽  
Е. Лысенко ◽  
...  
Keyword(s):  
Human Resources ◽  
Business Strategy ◽  
Management System ◽  
High Performance ◽  
Management Practices ◽  
Human Resources Management ◽  
Talent Management ◽  
Efficient Production ◽  
Resources Management ◽  
Management Concept

This article is devoted to the consideration of talent management as a new, radically different from the traditional Human resources management concept of human resources management organization. The focus is on identifying and demonstrating the benefits and effectiveness of talent management practices over legacy management recipes in traditional management. When writing the theoretical part of the article, the aim was to present talent management as a constantly improving tool and the main key to a more meaningful, human and efficient production process, which is a comprehensive system of talent management processes of the organization. In the practical part of the article an attempt is made to describe and compare (search for common and distinctive features) talent management technologies in successful and successful organizations of our time. 10 large organizations actively using and developing the talent management system are taken as the object of analysis. Among them — companies from different countries with world names and unique reputation, leaders in their sectors of the economy (production): AMGen, Apple, Coca-Cola, General Electric, Google Inc. McDonald’s Corporation, Procter&Gamble, Samsung Group, Facebook, Gazpromneft. As parameters comparative evaluation of a dedicated “talent” and “attracting talent”, “use talent”, “talent development” “assessment of talent”, “motivated talents.” The results of the study allow us to conclude that talent management is currently actively developing, and the idea that talented staff is able to lead the company to success is becoming more obvious and undeniable. Talent management involves attracting and retaining the best employees, and using their potential for corporate purposes allows you to spend fewer resources, efficiently and leads to the highest performance and high performance. Talented staff is a competitive advantage of the business, and the ability to manage it correctly is the most important factor for ensuring leadership positions in the modern market. Therefore, the talent management system should be developed in the business strategy and implemented at all levels of the organization. The results of the study show that the heads of Russian companies need to pay attention to the experience of successful organizations in the field of talent management. All of the above proves that now the widespread introduction of talent management system is necessary.

scholarly journals Women-friendly HR management practices and organisational commitment among female professionals: Evidence from Zimbabwe

2021 ◽  
Vol 21 (1) ◽  
Author(s):  
Shallone Munongo ◽  
David Pooe
Keyword(s):  
Human Resources ◽  
Structural Equation ◽  
Management Practices ◽  
Human Resources Management ◽  
Empirical Literature ◽  
Research Approach ◽  
Organisational Commitment ◽  
Resources Management ◽  
Hr Management ◽  
Female Professionals

Orientation: Despite the growing feminisation of the global labour market, discrimination against women in the workplace remains entrenched.  Such discrimination of women is largely attributed to human resources management (HRM) policies and management practices which are inherently masculine, designed by men for men.Research purpose: The aim of this study was to explore the influence of human resources management practices on the organisational commitment among female professionals in Zimbabwe.Motivation for the study: Notwithstanding the growing scholarly interest in the factors which can help retain women in the workplaces, there remains a paucity of studies from developing countries on how HRM practices influence female professionals’ organisational commitment in the workplace. Dearth in empirical literature is pronounced in Africa, particularly in a society such as Zimbabwe punctuated by patriarchy and an economy that has been depressed for over two decades.Research design, approach and method: The study adopted a quantitative research approach and employed a cross-sectional survey of 210 female professionals employed in the private and public sectors in Zimbabwe. Structural equation modelling was employed for data analysis using AMOS 25.0.Main findings: The results of the study revealed positive and significant relationships between women-friendly HR management practices and organisational commitment of female employees.Practical/managerial implications: Premised on these findings, the study recommended that it is imperative for HR management to implement non-discriminatory rewards systems, increase family-friendly policies, prioritise continuous training and charter clear progressive career development programs for the female employees.Contribution/value-add: This study provides managers with a better perspective of the predictors of organisational commitment among female professionals in an African context.

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