scholarly journals Relationship Between Leadership, Resilience, and Competence Amongst Police Officers in Klang Valley, Malaysia

2021 ◽  
Vol 17 (11) ◽  
pp. 39
Author(s):  
Fazura Razali ◽  
Ahmad Aizuddin Md Rami ◽  
Nur Shuhamin Nazuri ◽  
Siti Shazwani Ahmad Suhaimi
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Human Resource Development ◽  
Human Resource ◽  
Police Officers ◽  
Work Experience ◽  
Resource Development ◽  
Leadership Quality ◽  
Performance Development ◽  
The Relationship

Excellent human resource development prioritizes organizational performance development elements. Organizational performance in Malaysia’s public sector is a concept that still needs to be explored. To date, improvements to leadership quality in order to enhance employee competence is one of the areas of study that has become the focus of researchers in the field of human resource development. In fact, leadership quality is also influenced by a person’s self-resilience to changes – one such example is police officers’ competence in order to perform their duties well. This study aims to assess the relationship between self-resilience and the leadership qualities of police officers. The study involved the Royal Malaysia Police of the state of Selangor. The study which used a simple randomized quantitative method involved 105 respondents comprised of police officers and other members of the force. Findings of the study indicate highest positive relationships between leadership and competency, resilience and competency, and resilience and leadership, with r values between 0.791 to 0.864. However, the relationship between leadership quality based on education level and length of service (work experience) was not significant. This study shows that there are several elements in human resource development and performance management that can be improved by emphasizing on the leadership aspect in order to improve the competencies of police officers in Malaysia.

Human Resources Development Practices and Employees' Job Satisfaction

2019 ◽  
pp. 1639-1651
Author(s):  
Choi Sang Long ◽  
Sia Shi Xuan
Keyword(s):  
Job Satisfaction ◽  
Performance Management ◽  
Human Resource Development ◽  
Human Resource ◽  
Relevant Literature ◽  
Resource Development ◽  
Special Focus ◽  
Job Satisfactions ◽  
Organizational Study ◽  
The Relationship

This chapter introduces the relationship between human resource development (HRD) practices and employees' job satisfaction. Employees' job satisfactions have gained tremendous attentions from scholars in organizational study and special focus are given into searching the answer to understand why some people are more satisfied with their jobs than others. In this chapter, the definition and importance of job satisfaction is first discussed followed by exploring HRD theories and models through relevant literature review. Lastly, the relationship between job satisfaction and the four elements of human resource development: i) Training and development; ii) Organization development; iii) Career development; and iv) Performance management are discussed and developing of a conceptual framework.

The impact of a learning organization on performance

2017 ◽  
Vol 41 (2) ◽  
pp. 177-193 ◽  
Author(s):  
Kyoungshin Kim ◽  
Karen E. Watkins ◽  
Zhenqiu (Laura) Lu
Keyword(s):  
Financial Performance ◽  
Organizational Performance ◽  
Human Resource Development ◽  
Human Resource ◽  
Learning Organization ◽  
Resource Development ◽  
Equation Modeling ◽  
Content Type ◽  
The Relationship ◽  
Positive Effect

Purpose The purpose of this study is to examine the relationships among a learning organization, knowledge and financial performance using the Dimensions of the Learning Organization Questionnaire and its abbreviated version. Design/methodology/approach This study used a secondary data set and performed second-order factor analysis and structural equation modeling for testing the proposed relationships. Findings The study found that a learning organization has a positive effect on knowledge performance; knowledge performance has a positive effect on financial performance; and knowledge performance fully mediates the relationship between a learning organization and financial performance. Research limitations/implications This study contributes to validating the current dimensionality of the theoretical framework of a learning organization proposed by Watkins and Marsick (1993, 1996) and offers a valid conceptual framework of the relationship among the learning culture and organizational performance dimensions. Practical implications This study re-stresses the significance of the learning and knowledge generated by the human resources of an organization and developed by human resource development practitioners. Originality/value This study is valuable to human resource development scholars and practitioners interested in improving and measuring organizational performance.

A Multidisciplinary Critical Approach to Measure and Analyze Human Capital Productivity

2019 ◽  
pp. 1110-1132
Author(s):  
Marko Kesti ◽  
Jaana Leinonen ◽  
Antti Syväjärvi
Keyword(s):  
Human Capital ◽  
Organizational Performance ◽  
Human Resource Development ◽  
Human Resource ◽  
Production Function ◽  
Resource Development ◽  
Future Research ◽  
Research Areas ◽  
Performance Development ◽  
Effective Organization

The objectives of the article are, to illustrate the complex dimensions of the relationship between human capital management and organizational performance and to provide insight into new methods for organization development. Methods are a combination of several research areas, including system intelligence, tacit signals, quality of the working life index and the theory of human capital production function. This article presents a holistic approach of multi-disciplinary research that emphasizes the complexity of HRM-Performance and explains why, in some cases, human resource development increases business performance, and in other cases not. Development complexity is more difficult when organizational performance is measured by monetary value. The article presents human capital intangible assets' connection to monetary scorecards using human capital production function, which explains and also makes it possible to predict human resource development payback. This article's methods form a skeleton for future research and give fundamentals for effective organization human capital performance development.

A Multidisciplinary Critical Approach to Measure and Analyze Human Capital Productivity

2016 ◽  
pp. 1-22 ◽  
Author(s):  
Marko Kesti ◽  
Jaana Leinonen ◽  
Antti Syväjärvi
Keyword(s):  
Human Capital ◽  
Organizational Performance ◽  
Human Resource Development ◽  
Human Resource ◽  
Production Function ◽  
Resource Development ◽  
Future Research ◽  
Research Areas ◽  
Performance Development ◽  
Effective Organization

The objectives of the article are, to illustrate the complex dimensions of the relationship between human capital management and organizational performance and to provide insight into new methods for organization development. Methods are a combination of several research areas, including system intelligence, tacit signals, quality of the working life index and the theory of human capital production function. This article presents a holistic approach of multi-disciplinary research that emphasizes the complexity of HRM-Performance and explains why, in some cases, human resource development increases business performance, and in other cases not. Development complexity is more difficult when organizational performance is measured by monetary value. The article presents human capital intangible assets' connection to monetary scorecards using human capital production function, which explains and also makes it possible to predict human resource development payback. This article's methods form a skeleton for future research and give fundamentals for effective organization human capital performance development.

Human Resources Development Practices and Employees' Job Satisfaction

2018 ◽  
pp. 1726-1738
Author(s):  
Choi Sang Long ◽  
Sia Shi Xuan
Keyword(s):  
Job Satisfaction ◽  
Performance Management ◽  
Human Resource Development ◽  
Human Resource ◽  
Relevant Literature ◽  
Resource Development ◽  
Special Focus ◽  
Job Satisfactions ◽  
Organizational Study ◽  
The Relationship

This chapter introduces the relationship between human resource development (HRD) practices and employees' job satisfaction. Employees' job satisfactions have gained tremendous attentions from scholars in organizational study and special focus are given into searching the answer to understand why some people are more satisfied with their jobs than others. In this chapter, the definition and importance of job satisfaction is first discussed followed by exploring HRD theories and models through relevant literature review. Lastly, the relationship between job satisfaction and the four elements of human resource development: i) Training and development; ii) Organization development; iii) Career development; and iv) Performance management are discussed and developing of a conceptual framework.

Human Resources Development Practices and Employees' Job Satisfaction

2017 ◽  
pp. 380-392
Author(s):  
Choi Sang Long ◽  
Sia Shi Xuan
Keyword(s):  
Job Satisfaction ◽  
Performance Management ◽  
Human Resource Development ◽  
Human Resource ◽  
Relevant Literature ◽  
Resource Development ◽  
Special Focus ◽  
Job Satisfactions ◽  
Organizational Study ◽  
The Relationship

This chapter introduces the relationship between human resource development (HRD) practices and employees' job satisfaction. Employees' job satisfactions have gained tremendous attentions from scholars in organizational study and special focus are given into searching the answer to understand why some people are more satisfied with their jobs than others. In this chapter, the definition and importance of job satisfaction is first discussed followed by exploring HRD theories and models through relevant literature review. Lastly, the relationship between job satisfaction and the four elements of human resource development: i) Training and development; ii) Organization development; iii) Career development; and iv) Performance management are discussed and developing of a conceptual framework.

Human Resources Development Practices and Employees’ Job Satisfaction

2014 ◽  
pp. 117-128 ◽  
Author(s):  
Choi Sang Long ◽  
Sia Shi Xuan
Keyword(s):  
Job Satisfaction ◽  
Performance Management ◽  
Human Resource Development ◽  
Human Resource ◽  
Relevant Literature ◽  
Resource Development ◽  
Special Focus ◽  
Job Satisfactions ◽  
Organizational Study ◽  
The Relationship

This chapter introduces the relationship between human resource development (HRD) practices and employees’ job satisfaction. Employees’ job satisfactions have gained tremendous attentions from scholars in organizational study and special focus are given into searching the answer to understand why some people are more satisfied with their jobs than others. In this chapter, the definition and importance of job satisfaction is first discussed followed by exploring HRD theories and models through relevant literature review. Lastly, the relationship between job satisfaction and the four elements of human resource development: i) Training and development; ii) Organization development; iii) Career development; and iv) Performance management are discussed and developing of a conceptual framework.

People, Technology and Human Resource Development (HRD) Philosophy

2012 ◽  
pp. 759-770 ◽  
Author(s):  
Claretha Hughes ◽  
Matthew W. Gosney
Keyword(s):  
Competitive Advantage ◽  
Human Resource Development ◽  
Human Resource ◽  
Industrial Revolution ◽  
Resource Development ◽  
Corporate America ◽  
Hrd Professionals ◽  
Relationship Of ◽  
The Relationship

Technology and people are present in all organizations. How they are managed and developed is essential to the competitive advantage of organizations. Understanding the dynamics of this relationship is an area that needs to be better understood within the Human Resource Development (HRD) field. This chapter will explore the extent that HRD philosophy addresses the relationship of people and technology. Comparing people and technology has been a debate since the industrial revolution occurred in America (Swanson, 1982; Swanson, & Torraco, 1994). Man and machine are as essential to organizational prosperity as air and water is to living; yet, it is not often researched and published in HRD literature (Githens, Dirani, Gitonga, and Teng, 2008). Could this be why HRD professionals do not have a seat at the proverbial table in corporate America? Are HRD professionals and researchers denying that there is a relationship between people and technology in organizations? Are HRD professionals and researchers limited by their beliefs concerning the comparison of people to technology?

Understanding HRD System: A Critical Appraisal of HRD Practices and Facilitators

2002 ◽  
Vol 6 (2) ◽  
pp. 87-98
Author(s):  
Omer Bin Sayeed
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Critical Appraisal ◽  
Explanatory Power ◽  
Resource Development ◽  
Matrix Form ◽  
System A ◽  
Intermediate Results ◽  
Single Response ◽  
The Relationship

Kandula's (2001) study on HRD practices and facilitators was re-examined to assess whether these constructs really measured practices and facilitators claimed by the author. Using the intermediate results of HRD practices and facilitators in matrix form, an attempt was made to establish the explanatory power of HRD facilitators vis-à-vis practices, besides attempting to isolate such practices and facilitating variables that maximally discriminate profit orientation of the company The reanalysis revealed that practices and facilitators' dimensions largely suffered from being non-specific and the dimension scores of both the measures overlapped with each other to such an extent that there is little chance to differentiate them as independent domains of human resource development. It was demonstrated that due to using non-discriminative and psychometrically inadequate dimensions of practices and facilitators besides using a single response per organization, the main findings turned out to be less significant The relationship with profit making orientation of the company also showing primarily non-significant results could be attributed to above reasons. A relatively short but conceptually distinct list of HRD practices (what is seen as action outcomes) and the facilitators (concerns for producing desired practices) are developed for further research in this area.

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