scholarly journals Human Resources Management Examines itself and its Limitations

2005 ◽  
Vol 44 (3) ◽  
pp. 691-702 ◽  
Author(s):  
Solomon Barkin
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
Industrial Relations ◽  
Previous Article ◽  
Resources Management ◽  
The Past ◽  
Controversial Topic

In the present paper, the author is analysing and criticizing the prevalence of human resources management (HRM) in the study of industrial relations over the past few years, as shown in a previous article of this journal. This controversial topic is subject to discussion and exchange of views which can be sustained through this forum.

الثقة، الصراع والسلوك التعاوني مع الاخذ بالاعتبار العلاقات التبادلية داخل المنظمات

2007 ◽  
Vol 13 (48) ◽  
pp. 349
Author(s):  
سعد علي حمود العنزي
Keyword(s):  
The Netherlands ◽  
Human Resources ◽  
Human Resources Management ◽  
Industrial Relations ◽  
Cooperative Behaviour ◽  
Resources Management

كثيرة هي البحوث والدراسات التي نراجعها في السلوك التنظيمي، بحكم عملنا كأستاذ دراسات عليا بتخصص ادارة الموارد البشرية ونظرية المنظمة، ووقع بيننا بحثاً نظرياً متميزاً للباحثين (Karin Sanders & Birgit Schyns)([1])، نشر في مجلة اصيلة هي (Personnel Review)، في عام (2006)، بمجلدها (35) وبالعدد (5)، تحت عنوان (Trust, Conflict and Cooperative Behaviour: Considering Reciprocity Within Organizations) . ولنقل الفائدة العلمية للمتخصصين والمعنيين والمهتمين بهذا الموضوع الحيوي، أرتأينا ترجمته بالتصرف الذي يفيد القارئ باللغة العربية. فالبحث يصب غرضه في دراسة قضية محددة تتعلق بالثقة، الصراع، والسلوك التعاوني كحلقات مهمة في العمل التنظيمي، ذلك لأن مخرجات العاملين (Employees Outcomes) المتعلقة بإتجاهاتهم، وسلوكياتهم، تأتي من العلاقات التبادلية التي تقع بينهم، والتي ينبغي اختبارها كخصائص لعلاقاتهم هذه، وليس كسمات لهم. ففي اطار ذلك، تتمثل قيمة هذا البحث برأينا بمحاولة ملئ فجوة التبادلية في علاقات المدراء- والمرؤوسين- المرؤوسين، والتركيز عليها بشدة لتفسير تلك القضية المحددة آنفة الذكر. وبحكم كون البحث الحالي، طبيعته تتصف بالمراجعة العامة للفكر الاكاديمي المطروح على الساحة، فإنه يرتبط بمصطلحات علمية سلوكية كثيرة ابرزها: سلوك العاملين (Employees behaviour) اتجاهات العاملين (Employees attitudes)، احتواء العاملين (Employees involvement) العلاقات الصناعية (Industrial relations)، ادارة الموارد البشرية التطبيقية (Applied human resources management).   [1])) ان  (Karin Sanders) استاذ علم النفس التنظيمي والعمل بجامعة (Twenke, The Netherlands) و (Birgit Schyns)، استاذة مساعدة بدراسات الموارد البشرية بجامعة (Tilburg, The Netherlands).

HUMAN RESOURCES MANAGEMENT IN THE CONTEXT OF DIGITAL TRANSFORMATION OF THE ECONOMIC ENVIRONMENT

2021 ◽  
Vol 1 (12) ◽  
pp. 51-56
Author(s):  
Yuri O. Kolotov ◽  
◽  
Anastasia V. Sharopatova ◽  
Alyona E. Salamova ◽  
◽  
...  
Keyword(s):  
Human Capital ◽  
Human Resources ◽  
Development Strategy ◽  
Intellectual Capital ◽  
Human Resources Management ◽  
Industrial Relations ◽  
Digital Transformation ◽  
Competitive Advantages ◽  
Resources Management ◽  
Modern Enterprise

One of the most important assets of a modern enterprise is human capital and its development opportunities. The need to maintain intellectual capital is due to the introduction of new technological solutions and changes in industrial relations. There is a transformation of the management environment, which focuses on intangible assets and thereby moves to competitive advantages. Within the framework of this article, the peculiarities of regulation and methods of human resources management at the enterprise in the conditions of digitalization are studied. The characteristic of the involvement of domestic enterprises in the HR development strategy is given.

scholarly journals The future challenges facing South African human resource management

1995 ◽  
Vol 26 (3) ◽  
pp. 108-114
Author(s):  
Karl B. Hofmeyr ◽  
P. Johan Rall ◽  
Andrew J. Templer
Keyword(s):  
Affirmative Action ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource Development ◽  
South African ◽  
Human Resource ◽  
Human Resources Management ◽  
Industrial Relations ◽  
Human Resource Professionals ◽  
Resources Management

In this article we set out to examine how human resource professionals view the challenges facing South African companies. The views of a representative sample of human resource professionals were obtained to find out, in particular, what changes they expect in human resources management (HRM) in the future and what priorities need to be set for successful human resources management in a changing environment. In terms of human resource management objectives, respondents indicate that currently the emphasis in their work is on efficiency, human resource development, and industrial relations. They believe the major objectives should, however, emphasize human resource development and facilitating change, with considerably less of their time being committed to industrial relations issues. In terms of human resource activities, highest priority is given to managing organization change, affirmative action, and introducing participative management. Currently they are spending most of their time on industrial relations activities and training. Perhaps surprisingly, not much attention is being paid currently to the activities of cross-cultural management, and community upliftment and involvement. In the research we also investigate the balance of human resource responsibilities between HRM and line management. Activities which are perceived to be line management responsibilities are performance appraisal and employee communication. Those which should be a shared responsibility include employee development and affirmative action. Most respondents believe that the rate of progress with affirmative action is too slow. Perhaps predictably, human resource professionals see the most important challenge facing commerce and industry in the next five years to be the human resource challenge: in particular the need to improve productivity, affirmative action, training and development, and managing the demands of unions. The skills needed by human resource professionals to meet the challenges are sound 'business skills' as well as 'people skills'. They also need sound business knowledge and qualities of adaptability, empathy and sensitivity. In particular they need to be able to play a change agent role in their organizations.

Industrial relations (Union) issues at Asian Paints Ltd.

2018 ◽  
Vol 8 (2) ◽  
pp. 1-22
Author(s):  
Nikunj Kumar Jain ◽  
Subhashis Sinha ◽  
N.S. Iyer
Keyword(s):  
Graduate Students ◽  
Human Resources ◽  
Strategic Management ◽  
Human Resources Management ◽  
Union Leader ◽  
Industrial Relations ◽  
Content Type ◽  
Post Graduate ◽  
Resources Management ◽  
The Impact

Subject area Human Resources Management (HRM), Industrial Relations and Strategic Management. Study level/applicability Post-graduate students or executive post-graduate students, Core course in Human resources Management (HRM), Industrial Relations or Strategic Management or in elective courses in Industrial Relations and Strategic HRM. Case overview The Personnel manager of Asian Paints Ltd., Cuddalore (Tamil Nadu) factory, found himself in a Catch 22 situation when a Union leader of the manufacturing unit refused to work. The Union leader had been transferred from the Quality Assurance department to the Production department. The case describes the sequence of events and the backdrop in which the aforementioned situation had unfolded. Given the circumstances that prevailed in the factory, the personnel manager’s decision was likely to have significant impact on the factory’s output. Expected learning outcomes The student will be able to understand the industrial relations/Union issues in a company and the role of different stakeholders, namely, management, Union, workmen and the government in a conflict scenario. The student will learn the application of principles of natural justice and will be able to evaluate the Industrial Relations (IR) strategy adopted by the organizations to prevent labor unrest at the workplace. The student will understand the impact of critical management decisions on the organization’s performance in an uncertain global environment. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 6: Human Resource Management.

scholarly journals The Role of Human Resources Management Towards Healthcare Providers Retention during Covid-19 Pandemic in Egypt

2021 ◽  
Vol 14 (8) ◽  
pp. 67
Author(s):  
Ashraf Elsafty ◽  
Mohammad Ragheb
Keyword(s):  
Human Resources ◽  
Intrinsic Motivation ◽  
Significant Role ◽  
Human Resources Management ◽  
Healthcare Providers ◽  
Past Research ◽  
Resources Management ◽  
The Past ◽  
The Impact

HRM has a significant role in motivating the employees and ensuring that every employee is satisfied with the HR practices. Healthcare providers have been facing stress and depression especially in Egypt, due to COVID-19. In this country, the healthcare providers are looking for alternatives to achieve satisfaction as COVID-19 has affected their jobs, salaries, incentives, and bonuses. The past studies have focused on assessing the HRM’s role in employee retention and satisfaction during the COVID-19 pandemic in Egypt. The past research discussed the impact of motivation, incentives, and rewards on the employees’ motivation. This study focused on evaluating the role of HRM towards the healthcare providers' retention during COVID-19 in Egypt. This study relied on the quantitative approach for achieving the findings and conclusion. The sample size of the study involved 120 healthcare providers working in different hospitals. The results revealed that intrinsic motivation, rewards, incentives, monetary benefits, and non-monetary benefits have an essential role in maintaining the healthcare providers during COVID-19. It is concluded that HR can play a significant role in retaining key healthcare providers in COVID-19. The elements including intrinsic motivation, incentives, non-monetary, and monetary benefits can play a significant part in retaining healthcare providers. HR departments should focus on releasing salaries on time, providing specific bonuses, and providing incentives to healthcare providers whenever they perform at their best level.

scholarly journals Using A 360-Degree Appraisal Approach To Re-Design Advising Programs

2010 ◽  
Vol 3 (1) ◽  
pp. 1 ◽  
Author(s):  
Glenn Maples ◽  
Ms. Bette Harris ◽  
Ms. Anna M. Greco
Keyword(s):  
Human Resources ◽  
Academic Advising ◽  
Human Resources Management ◽  
360 Degree Feedback ◽  
Resources Management ◽  
Preliminary Results ◽  
The Past ◽  
Management Discipline

Over the past 30 years, researchers have repeatedly demonstrated the need to improve academic advising.  Nonetheless, at many Universities academic advising remains a neglected endeavor—poorly measured, managed and rewarded.  This paper considers the implementation of an academic advising program which parallels the 360-Degree feedback approach drawn from the Human Resources Management discipline.  The details of the program are outlined and preliminary results of the program, which literally transformed academic advising at our institution, are discussed.

scholarly journals Gamification and Using It in Organisational Consulting

2021 ◽  
Author(s):  
Maija Zakrizevska-Belogrudova ◽  
◽  
Sanita Leimane ◽  
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
Business Training ◽  
Resources Management ◽  
Professional Activities ◽  
The Past ◽  
Education Marketing ◽  
Training Programmes ◽  
Common Understanding

Gamification has been a topical item in education, marketing, human resources management, business, and organisational consulting in the past decade. Nowadays, companies have a wider range of available organisational consultations: organisational supervision is developing, coaching is popular, and there is a wide offer of business training sessions. This study aims to research gamification in organisational consulting, analyse the differences in the opinions regarding the use and availability of gamification in the professional activities of coaches, supervisors and business trainers. The survey developed by the authors of the study consisted of four sets of items (Information about Gamification, Application and Availability of Gamification, Believing Gamification Methods, Team/Group Responsiveness to Gamification) and two additional statements for the purpose of confirming the responses given by the respondents regarding their beliefs in gamification as an effective method and their readiness to use it. The associations related to the game and gamification were also researched. The questionnaire about gamification in the professional activities of supervisors, coaches and business trainers was sent electronically to professionals practising in Latvia. Questionnaires from 85 respondents were received and processed. The results demonstrated no statistically significant differences in the opinions of coaches, supervisors and business trainers regarding the use of gamification in organisational consulting. It was found out that the concept of gamification has not been sufficiently explained and there is still no common understanding regarding it in Latvia. More than half or 55 % of the 85 respondents in the survey do not know where to acquire gamification. At the same time, 91 % of the respondents in the survey specify that they are willing to acquire the methods of gamification. The authors of the study believe that it is important to proceed with the research in organisations to find out the experience of the organisations in gamification and to develop gamification training programmes for the organisations.

Human Resources Management in Japanese Large-Scale Industry

1984 ◽  
Vol 26 (2) ◽  
pp. 226-245 ◽  
Author(s):  
Bernard Karsh
Keyword(s):  
Human Resources ◽  
Cultural Context ◽  
Large Scale ◽  
Human Resources Management ◽  
Industrial Relations ◽  
Good Deal ◽  
Japanese History ◽  
Resources Management ◽  
Japanese Firms ◽  
Magazine Articles

Current interest in Japanese business and industry has produced an outpouring of 'learning-from-Japan'prescriptions for meeting the Japanese challenge (e.g. Ouchi 1982, Pascale and Athos 1982, Vogel 1980; also a veritable flood of newspaper and magazine articles). But learning from Japan requires a good deal of learning about Japan, about Japanese history, tradition and culture, the economy-aspects of Japan that are hardly expressed in prescription contributions offered to either prac titioners or scholars. It is the purpose of this paper to selectively examine basic elements of Japan's industrial relations system in an historic and cultural context as well as contemporary arrangements. The discussion is limited to a composite depiction of essential aspects of human resources management in typical Japanese firms employing 500 or more workers. Overwhelmingly, this is the pool from which knowledge has been generated by both Japanese and foreign scholars studying this topic.

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