scholarly journals The impact of human resource management on business process improvement: An analysis within the MSMEs of the textile and clothing industry

Bizinfo Blace ◽  
2020 ◽  
Vol 11 (2) ◽  
pp. 19-32
Author(s):  
Andrea Dobrosavljević ◽  
Snežana Urošević
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Process Improvement ◽  
Business Process ◽  
Business Processes ◽  
Value Added ◽  
Clothing Industry ◽  
Business Process Improvement ◽  
The Impact

Business process improvement is necessary given the need to satisfy consumers by delivering value-added products and services. The textile and clothing industry in the age of consumerism of textile and clothing products is facing the challenge of the constant need to meet and exceed consumer expectations. Establishing the practice of continuous business process improvement, especially within the micro, small and medium enterprises (MSMEs) of the textile and clothing industry, as the largest group of companies, is of particular importance in resisting these challenges. As the textile and clothing industry is labor-intensive and a large number of processes operate on the basis of direct engagement of human resources, there is a need to examine the impact of human resource management on the establishment of the practice of business process improvement in MSMEs. Within this paper, the impact of human resource management on the improvement of business processes was examined by applying regression analysis.

scholarly journals Human resource management in times of crises 2008–2009 and 2020–2021: Comparative analysis

2021 ◽  
Vol 20 (3) ◽  
pp. 371-390
Author(s):  
Anastasia S. Shpringer ◽  
Keyword(s):  
Comparative Analysis ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Psychological Health ◽  
Business Processes ◽  
Well Being ◽  
Management Plan ◽  
Hrm Practices ◽  
The Impact

The purpose of the study is to identify the features of human resource management (HRM) in the context of the crises (2008–2009 and 2020–2021). A review of secondary sources on HRM during both crises revealed five HRM practices necessary to mitigate the impact of the crisis on the organization and its employees: optimization of the organization's work; maintaining transparency of communications between employees; recruiting; training and development; retention and motivation. The implementation of these practices was considered for each of the crises and a comparative analysis was done. The study showed that HRM has been transformed: the key features of HRM in the crisis of 2008–2009 was a decrease in personnel costs, while in the crisis of 2020–2021 the main issue for HRM was the transfer of employees to a remote work, the introduction of digital technologies to maintain the functioning of all business processes, actions aimed to combat the stress of employees and to maintain their well-being as well as physical and psychological health. The scientific novelty lies in the comparative analysis of HRM in Russian companies during the crises of 2008–2009 and 2020–2021 and identifying aspects of HRM transformation over this period. The results of this study can be used by modern organizations as an agenda to improve the effectiveness of HRM practices during a crisis as well as to plan further HRM development, and prepare a crisis management plan.

scholarly journals Employee Perception of Human Resource Management Policies: A Study of Insurance Sector in Rajasthan

2018 ◽  
Vol 4 (02) ◽  
Author(s):  
Mayank Agarwal
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Service Sector ◽  
Positive Impact ◽  
Value Added ◽  
Insurance Sector ◽  
Hrm Practices ◽  
Degree Of Satisfaction ◽  
The Impact

Modern age is of significant cut-throat competition where companies in almost every sphere especially service sector are attempting hard to gain the confidence of customers by rendering them value added service and quality path-breaking products. The intent of this paper is to examine the impact of human resource management (HRM) practices on employees as well as the organisation, particularly in the insurance sector in two major cities of Rajasthan state. Three categories of human resources in the insurance sector were selected for the study sample. Further, due consideration was also given to the nature and status of employees to make the sample representative and to elicit most representative views on various aspects and practices of HRM in multiple proportions. Demographic profile and every important element of HRM that plays a significant role in improving and maintaining viable relations between the employee and employer have been discussed. Their role in improving the financial health and credit worthiness of the organisation is also discussed. The findings of this study also indicate that better HRM practices have immense positive impact on employees in the form of higher degree of satisfaction, dedication and higher retention which ultimately results in eventful success of the organisation.

scholarly journals Re-vision of Future Trends in Human Resource Management (HRM) after COVID-19

2020 ◽  
Vol 12 (4) ◽  
pp. 70-90
Author(s):  
Sylwia Przytuła ◽  
Gabriela Strzelec ◽  
Katarzyna Krysińska-Kościańska
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Value Added ◽  
Well Being ◽  
Advanced Technology ◽  
Future Trends ◽  
Hr Practices ◽  
Recruitment And Selection ◽  
The Impact

AbstractObjective: The article is an attempt to make a diagnosis about the impact of the Covid-19 pandemic on HR practices including recruitment and selection, remote working, motivating employees, re-skilling and communicating. This theoretical study is a kind of revision and discussion with the “future trends in HR” predicted a few years ago before pandemic.Methodology: The research method was a review of the most recent research findings from business practice and from scientific literature concerning the impact of the pandemic on various fields of human resource management. Due to the growing flood of media information, the authors wanted to select the most updated HR practices implemented in organizations from the reliable and acknowledgeable sources.Findings: The biggest challenges for HR after COVID-19 will be: restructuring the place of work and the content of work, applying more advanced technology to recruitment, selection and performance; more interests, appreciation and motivation from managers will be needed as well as building trust, a sense of belonging among team members. The list of benefits will be revised towards enhancing mental health and well-being. The reality after the pandemic will require new competencies from managers and employees so re-skilling and re-training are the most expected approaches.Value Added: This article is becoming an important voice on the impact of a pandemic on the HR practices. The emerging and current results of research on HR trends will allow targeting education systems and equipping employees with the most predictable competences which will be useful in the era after the pandemic.Recommendations: The COVID-19 turmoil has changed the prepared strategic plans for development of many organizations. This external factor hardened all continents and built new reality where some tips and recommendation are highly welcome. Thus, we proposed few revisited personnel solutions which HR professionals may implement. We also invite other scholars to research the pandemic impact on many multidimensional levels: economic, political, social, technological, ethical ones.

The Mediating Role of Employers Attractiveness and Prestige on Job Aspirants Perception Towards Green Employee Relations in Malaysia

2021 ◽  
Vol 40 (1) ◽  
Author(s):  
Diane Christine Fernandez ◽  
Jaya Ganesan ◽  
Jian Ai Yeow
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Undergraduate Students ◽  
Developing Economies ◽  
Private Higher Education ◽  
Employee Relations ◽  
Green Human Resource Management ◽  
The Impact ◽  
The Relationship

The key objectives of this study are to examine the relationship between Green Employee Relations and Job Pursuit Intentions as well as the mediating roles of Employers’ Attractiveness and Employers’ Prestige. This study is useful in determining the impact of green growth in developing economies such as Malaysia. Employing Business fields undergraduate students from private Higher Education Institutions in Malaysia as the research sample where a total of 216 responses were collected for the study. For data analysis, SPSS and Smart PLS were utilized. Based on the bootstrapping approach, the results showed that the direct and mediating linkages were supported. This is where Green Employee Relations influenced the Job Pursuit Intentions, both Employers’ Attractiveness and Employers’ Prestige mediated the relationship respectively. The findings of this research offer empirical evidence to comprehend prospective job aspirants’ perception towards Green Employee Relations in influencing their Job Pursuit Intentions. Additionally, the study advances by contributing literature in the contemporary Human Resource Management area - Green HRM. Keywords: Green Human Resource Management, Green Employee Relations, Employers’ Attractiveness, Employers’ Prestige, Job Pursuit Intentions JEL Classifications :  J5, MO, M1

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