scholarly journals The impact of human resource (HR) performance management on project outcome

2011 ◽  
Vol 5 (21) ◽  
pp. 8491-8499
Author(s):  
Haider Naqvi Imran ◽  
Haider Ali Bokhari Syed ◽  
Aziz Shazia ◽  
Kashif ur Rehman
Keyword(s):  
Performance Management ◽  
Human Resource ◽  
Project Outcome ◽  
The Impact

Influence of human resource capital information disclosure on investors’ share investment intentions

2017 ◽  
Vol 46 (3) ◽  
pp. 551-571 ◽  
Author(s):  
Sugumar Mariappanadar ◽  
Alma Kairouz
Keyword(s):  
Performance Management ◽  
Human Resource ◽  
Information Disclosure ◽  
Banking Sector ◽  
Strategic Human Resource Management ◽  
Annual Reports ◽  
Individual Investors ◽  
Content Type ◽  
Investment Intentions ◽  
The Impact

Purpose The purpose of this paper is to apply the strategic human resource management (HRM) perspective to investigate the schematic relationship between the dimensions of human resource (HR) capital information and intentions to use such information in individual investors’ decisions relating to investing equities in the banking industry. Design/methodology/approach A two-stage empirical study was conducted in 2010 using a four-part HR capital disclosure questionnaire, which was developed and validated in stage 1 (n=145) of the study. In stage 2 (n=157), current or previous shareholders in one of the Australian banking sector corporations participated in the study. The collected data were analyzed using confirmatory factor and logistic regression analyses. Findings The findings of this explorative study highlight that the individual investors’ perception on the importance of performance management dimension of HR capital information has varied impacts on their intentions to use such information in investment decisions to buy, hold on to, or sell stocks. Practical implications This study has made an important contribution to the strategic HRM and behavioral finance literature that the human capital information facilitates the propensity to avoid regrets in selling shares too early (dispositional effect bias) to achieve utility benefits in future which is different from the findings of financial information disclosure study. Originality/value A recent critical review of HR disclosure indicated that most of the published articles on HR capital have used company annual reports for data source. However, this is the first study that attempts to understand the impact of HR capital disclosure information on investment intentions from individual investors’ schema rather than drawing data from company annual reports.

scholarly journals An empirical study of organizational culture dimensions impacting employee’s performance in IT industry, Tamilna-du

2017 ◽  
Vol 7 (1.3) ◽  
pp. 133
Author(s):  
Karthik M ◽  
A Vasumathi
Keyword(s):  
Organizational Culture ◽  
Empirical Study ◽  
Performance Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Cultural Dimensions ◽  
It Industry ◽  
Human Resource Department ◽  
Culture Dimensions ◽  
The Impact

Every company has their own unique culture. Organizational culture is a set of norms, values, beliefs and vision that define how employees and managers intermingle within an organization. Irrespective of whether a preset list of company values present or not, an organization develops its own culture. However, organizations haven’t been paying as much attention to organizational culture until now. A 2015 study by Deloitte University Press found that 87% of the organizations surveyed now cite culture and employee engagement as their top challenges. Thus the current study aims at analyzing the impact of cultural dimensions on performance management in IT organizations. Analysis, conclusion and recommendations were drawn out based on the research and findings. The study found a significant association between experience of the respondents and their responses towards often getting reminder and warning to complete their tasks. The study has also found a significance variance between age of the respondents and the practices of Human Resource Department. The study has also found an association between variety of tasks being handled and employees’ performance. 

scholarly journals Human Resource Development and Employee Engagement in Nepalese Commercial Banks

2019 ◽  
Vol 4 (2) ◽  
pp. 21-34
Author(s):  
Kishor Hakuduwal
Keyword(s):  
Career Development ◽  
Performance Management ◽  
Human Resource Development ◽  
Employee Engagement ◽  
Human Resource ◽  
Commercial Banks ◽  
Resource Development ◽  
Training And Development ◽  
And Performance ◽  
The Impact

The objective of the present study is to analyse the impact of human resource development on employee engagement in Nepalese commercial banks by taking three human resource development components of training and development, career development and performance management as independent variables, and employee engagement as a dependent variable. Using the random sampling, 384 employees were selected, and a questionnaire survey was carried out to collect data. Using F-test and t-test, the study found that the training and development, career development and performance management have significant impact on employee engagement in Nepalese commercial banks. The study also revealed that male employees have more emphasis on performance management but female employees have more emphasis on training and development. Likewise, the employees up to the officer level have also more emphasis on performance management but the employees below officer level have more emphasis on training and development.

scholarly journals Changing domains in human capital measurement

2014 ◽  
Vol 14 (1) ◽  
Author(s):  
Pharny D. Chrysler-Fox ◽  
Gert Roodt
Keyword(s):  
Human Capital ◽  
Performance Management ◽  
Human Resource ◽  
Business Strategy ◽  
Cognitive Skills ◽  
Primary Source ◽  
Response Measurement ◽  
Human Capital Measurement ◽  
The Impact ◽  
Resource Function

Orientation: The management context is dynamic; this is especially evident in human capital as the primary source of value creation as opposed to physical and natural resources. In response, measurement methodologies have moved from a transactional approach (strategy implementation) to a transformational approach (human capital contribution paradigm), as well as diverging into different purposes. To date, there has been little overlap on recent domains to consider in managing and measuring the contribution of the human resource function and employees, and how to unlock and add value.Research purpose: The aim of the study was to explore and describe changing domains within human capital management to be managed and measured.Motivation for the study: The motivation was to advance the understanding of changing measurement domains to aid practitioners to manage and measure the contribution of the human resource function and employees, in order to unlock and add value and ultimately contribute to the success of an organisation.Research design, approach and method: Unstructured, in-depth interview data of purposively selected cases from a selected panel of human resource practitioners specialising in human capital measurement was thematically analysed in this exploratory-descriptive investigation.Main findings: Findings suggested that seven domains should be managed and measured. These domains highlight new areas of impact and levels of management. In addition, crossdomain relationships in measurement allow for an understanding of the impact and potential value on which to capitalise.Practical/managerial implications: New domains to manage and measure focus the attention of practitioners beyond the transactional performance management paradigm to a transformational approach to influence the business strategy. Higher education institutions need to develop students’ cognitive skills to facilitate systems thinking.Contribution: This study suggests a new approach to managing and measuring the human capital function and the workforce.

scholarly journals The Impact of Human Resource Management Practices on Perceived Organisational Justice

2019 ◽  
Vol 10 (1) ◽  
pp. 219
Author(s):  
Swarts I. ◽  
Leeuw Z. M. ◽  
Mukonza C.
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Management Practices ◽  
Simple Random Sampling ◽  
Quantitative Methodology ◽  
Hrm Practices ◽  
Organisational Justice ◽  
The Impact

The paper sought to investigate the impact of perceived organisational justice and Human Resource Management (HRM) practices. HRM practices have been recognised progressively more as a vital ingredient towards sustained competitive success, especially firms and organisations that are operating in unstable, challenging and rapidly changing international competitive environments. The paper made use of quantitative methodology. Data was collected from a list HRM payment registered National Department of Public Works (NDPW). Target population were 1296 employees and only 500 employees were selected using simple random sampling.  A total of 375 questionnaires were completed. Statistical Package for Social Sciences (SPSS) was used to analyse the data using inferential and descriptive statistics. Employees are not satisfied with the following HRM practices: performance management, compensation, promotion, recruitment and selection. The study recommends that for NDPW to achieve its strategic mandate attention must be given to promote positive organisational justice.

scholarly journals Assessing Green Human Resource Management and Environmental Performance: Evidence from Government Linked-Company

2021 ◽  
Vol 12 (1) ◽  
pp. 341-353
Author(s):  
Nurul Liyana Mohd Kamil ◽  
Nur Hairani Abd Rahman ◽  
Mohd Hasrul Mat Yusof
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Environmental Performance ◽  
Structured Interviews ◽  
Research Findings ◽  
The Government ◽  
Green Human Resource Management ◽  
The Impact

Environmental performance is a new initiative to reduce the natural disasters that occur as a result of climate change. To foster environmental performance among employees in the organisation, green human resource management is one the prominent functions to mobilize the green culture in the organisation. This study sought to assess the impact of green human resource management (in the form of green recruitment, green training and development, and green performance management) on the environmental performance among employees in government linked-company via a qualitative research technique. Using thematic analysis, in-depth semi-structured interviews are utilised to arrive at conclusions with regards to the performance of the environment by assessing green human resource management. Research findings demonstrated that the green human resource management significantly opens more opportunities to the government linked-company to succeed in its environmental performance, and simultaneously awards more recognition in terms of environmental certifications and awards . Most respondents agree that the green integration to its human resource function contributes more awareness to the employees on the environment. While some respondents stated that few difficulties will be facing to maintain it but there are always solutions to overcome the issue. In conjunction with these findings, this study strongly recommends to all public sectors and public agencies to implement the green practices within the aspects of human resource. It is not to add the burden for the human resource functions, even it helps the organisation to reduce cost and save the environment. 

scholarly journals The Impact of Strategies Human Resource Management on Organizational Commitment. (An Applied Study on Employees in Jordanian Islamic Banks)

2020 ◽  
Vol 14 (4) ◽  
pp. 14
Author(s):  
Mohammad. A. O. Almutairi ◽  
Ayyoub. A. Alsawalhah
Keyword(s):  
Organizational Commitment ◽  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Human Resources Management ◽  
Islamic Banks ◽  
Applied Study ◽  
And Performance ◽  
The Impact

The present study aimed to explore the impact of strategies human resource management (SHRM) (recruitment, training, compensation, and performance management) on organizational commitment, An applied study on employees in Jordanian Islamic banks. It was found that the strategies human resources management in Jordanian Islamic banks is high. It was found that the employees’ organizational commitment level in Jordanian Islamic banks is high. There is a statistically significant effect at the level (α≤0.05) of strategies human resource management (employment, training, compensation and performance management) on organizational commitment (respect for values and ethics, willingness to commit to work, creative behavior at work), an applied study on employees in Jordanian Islamic banks. The researchers recommend: developing the strategies of the human resources management in a manner that is consistent with the external environment of the organization.

scholarly journals Human Resource Management (HRM) Practices and Employee Job Satisfaction at a Public Corporation in Qatar

2021 ◽  
Vol 3 (26) ◽  
pp. 53-73
Author(s):  
Dr. Thamer Mohammed Maharmeh ◽  
Keyword(s):  
Job Satisfaction ◽  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Simple Random Sample ◽  
Employee Job Satisfaction ◽  
Hrm Practices ◽  
Public Corporation ◽  
The Impact

Recognizing the importance of human resource management (HRM) practices, and their effects on employee behaviors and attitudes, many studies investigated the correlation between HRM practices and employee job satisfaction. The overall objective of this research is to investigate the impact of HRM practices (training and development and performance management) on employee satisfaction in case of a public corporation in Qatar. In order to meet the objectives of the research, and in order to answer its questions, a survey questionnaire was developed and distributed to a simple random sample of (92) employees, who work for a public corporation in Qatar. The total number of the returned surveys was (78) surveys. This means that the response rate was 84%. Results of data analysis revealed that there is positive and strong correlation between HRM practices and employee job satisfaction. HRM practices explain 22% of employee job satisfaction, while other factors explain 78%. Based on that, it was suggested to develop HRM practices in order to foster employee job satisfaction. It was also suggested to carry future researches to investigate other factors that may drive employee job satisfaction.

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