scholarly journals Developing Employee Adaptive Behaviors by Organizational Employability Culture in the Flexible Human Resource Management. Scholars’ Perspective

2019 ◽  
pp. 163-177
Author(s):  
Leila Shoraka
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Business Environment ◽  
Point Of View ◽  
The Subject ◽  
Employee Competencies ◽  
Effective Use ◽  
Adaptive Reaction

This study aims to present the role of employability culture in shaping employees’ employability as an adaptive reaction to the effects of flexible human resource management in modern organizations. In addition, we check whether these phenomena are described in scientific studies, regardless of the conditions in which the business environment operates in a given country. Therefore, this article presents a review of the literature on this subject, in Iran. This study is a systematic literature review (SLR) that investigated this subject from 1997 to 2018 published in databases such as Scopus, Web of Science, Science Direct, and Iranian databases such as SID, MAGIRAN, CIVILICA, and NOORMAG. The result showed the important role of employability culture in shaping employees’ employability as an adaptive reaction to the effects of flexible human resource management. In addition, it has been shown that there are very few items describing this issue in Iranian publications. This is due to the relatively low competitive conditions of the business environment in which the companies of this country operate. It can be assumed that depending on the advancement of the economy, scholars, to varying degrees, concentrate on the phenomena that are the subject of analysis of their publications. They most clearly respond to current problems and even with a certain delay in relation to their issues. This approach of the employer is very beneficial from the point of view of the effective use of employee competencies in the labor market and avoiding the unfavorable phenomenon of unemployment.

scholarly journals Human resource management in the construction industry – Sustainability competencies

2014 ◽  
Vol 14 (2) ◽  
pp. 87-103 ◽  
Author(s):  
Renard Yung Jhien Siew
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Construction Industry ◽  
Human Resource ◽  
Environmental Sustainability ◽  
Proficiency Levels ◽  
The Subject ◽  
Industry Sustainability ◽  
Main Construction

While environmental sustainability has been the subject of much debate in the last decade, it was not until recently that attention started to shift towards human resource management as an enabler for sustainability.  Yet, this is still a relatively under researched area.  Much is still unknown about the role of an individual worker in contributing towards sustainable development.  This paper addresses the gap by proposing a framework to measure sustainability competencies of employees within the construction industry sector.  As part of the framework, four proficiency levels together with relevant descriptions are defined for a total of eight sustainability competencies.  Suggested proficiency levels are then mapped to main construction related jobs based on the framework.  An example is also given to illustrate the manner in which competencies should be assessed.  This framework is original and of practical use to construction managers and human resource practitioners.

Measuring the impact of human resource management (HRM) practices on pharmaceutical industry's effectiveness: the mediating role of employee competencies

2020 ◽  
Vol 42 (6) ◽  
pp. 1353-1380
Author(s):  
Frank Nana Kweku Otoo
Keyword(s):  
Resource Management ◽  
Pharmaceutical Industry ◽  
Human Resource Management ◽  
Human Resource ◽  
Organizational Effectiveness ◽  
Content Type ◽  
Mediating Role ◽  
Hrm Practices ◽  
Employee Competencies

PurposeThe aim of this paper is to examine the mediating role of employee competencies in the association between human resource management (HRM) practices and organizational effectiveness of the pharmaceutical industry in Ghana.Design/methodology/approachAn integrated research model was developed by combining principal factors from existing literature. The validity of the model was tested by applying structural equation modelling (SEM) to the data collected from 550 employees of the selected pharmaceutical industries. The reliability and validity of the dimensions are established through confirmatory factor analysis (CFA) and related hypotheses tested using SEM.FindingsThe results indicate that some HRM practices influence organizational effectiveness through their impact on employee competencies. The study further revealed that employee competencies mediate the association between HRM practices and organizational effectiveness.Research limitations/implicationsThe research was undertaken in the pharmaceutical industry and the analysis based on cross-sectional data which cannot be generalized across a broader range of sectors and international environment.Practical implicationsThe findings of the study have the potential to help stakeholders, policy makers and management of the pharmaceutical industry in espousing suitable and well-articulated HRM practices to influence and shape the skills, knowledge and behaviour of employees and inordinately enhance organizational effectiveness.Originality/valueThis study extends the literature by adducing evidence empirically that employee competencies mediated the association between HRM practices and organizational effectiveness of the pharmaceutical industry in Ghana.

PENGELOLAAN MODAL MANUSIA DALAM KAITANNYA DENGAN MANAJEMEN KINERJA

2018 ◽  
Vol 6 (1) ◽  
Author(s):  
Amanda Setiorini,MM.
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Competitive Advantage ◽  
Performance Management ◽  
Human Resource ◽  
Business Environment ◽  
Business Organization

Globalization changes the business environment, which demands change from every business organization involved, to succeed in the new environment. For that purpose, human resource management needs to be directed to the development of human capital, which assumes employees as assets, not costs, for the company. The implication is that management needs to recognize each of its employees in order to maximize their potential and manage it to be a competitive advantage. This is where performance management plays a very important role.

scholarly journals SHRM Practices Employee and Organizational Resilient Behavior: Implications for Open Innovation

2021 ◽  
Vol 7 (2) ◽  
pp. 159
Author(s):  
Khaliq Ur Rehman ◽  
Mário Nuno Mata ◽  
José Moleiro Martins ◽  
Sabita Mariam ◽  
João Xavier Rita ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Behavior ◽  
Human Resource ◽  
Management Practices ◽  
Strategic Human Resource Management ◽  
Equation Modeling ◽  
Human Resource Management Practices ◽  
Resilient Behavior

The primary objective of this research is to investigate the role of strategic human resource management practices in developing resilient organizational behavior. This research aims to test the mediating function of individual resilient behavior between strategic human resources management practices and resilient organizational behavior. Data was collected from 780 managerial level employees working in small and medium Chinese enterprises in Hubei Province through a self-administrated questionnaire. The Smart partial least square structural equation modeling technique was used for data analysis. The analysis showed a significant positive relationship among SHRM practices, employee resilient behavior, and resilient organizational behavior. Results also show that employee resilient behavior partially mediates the relationship between SHRM practices and resilient organizational behavior. Individual resilient behavior is needed when an organization is in crisis, restructuring, transformation, turbulent, and unfavorable conditions. Without individual resilient behavior, it is difficult for an organization to be resilient. Therefore, strategic human resource management practices are essential to develop an employee’s resilience. This research contributed to the body of knowledge by bringing new concepts together. The main contribution was testing the role of individual resilient behavior between strategic human resource management practices and resilient organizational behavior.

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