The Profile of the Human Resource Management Director

The role of the human resource management (HRM) function has significantly evolved since the 1980s. Specifically, the HRM function has become more strategic, with the most senior human resource professional (the HRM director) often being an integral member of the top management team. The profile and competencies of the HRM director, however, are crucial in shaping the strategic role of HRM in organizations. This chapter provides a comprehensive overview of the role of contextual factors related to both external environment (e.g., national culture, industry) and internal environment (e.g., ownership, the role of the HR function, performance, employee turnover) for the profile of the HRM director. Using data from the Cranfield Network on International Human Resource Management study, the chapter demonstrates that significant differences in the profile of an HRM director in terms of education, experience, and gender exist across contexts. This study contributes to the HRM literature by empirically exploring the differences in the profile of the human resource director across contexts and elucidating reasons for these differences.

Human Resource Professional Priorities and Challenges in Times of COVID-19 Pandemic

There has been a world alarming and warming situation due to global outbreak of COVID-19 pandemic taking along most important the human cost, mentally, physically with economic cost too. All of a sudden organization across have been alerted themselves to adapt toward this unforeseen unprecedented event and thereby find new solutions. Organizations around the world are taking measures as it’s important to stay at home for social distancing, this leading to drastic increase in economic loss, poor job satisfaction, reduced motivation and workplace depression crisis among organization’s employees with far reaching impacts. The sudden work culture shift has created new challenges for Human Resource (HR) professionals and in this time of global critical condition, the companies and organizations need their HR professionals to help the employees out of this badly driven health and economic crisis. The HR Professionals has been actively partnering with Business to solve some of the trickiest questions the business world faces today. This article discusses some of the priorities and challenges faced by HR professionals in helping the employees to adjust and cope with their changed work environment during COVID-19 pandemic.

Human Resource Risk Management Framework and Factors Influencing It

Nowadays, the importance of human resource risk in organizations has greatly increased, and some thinkers refer to it as a core competency and a key responsibility for any human resource professional. Thus, given the importance of the subject of the present article, the aim of this study is to analyze the human resource risk management framework and the factors influencing it. In this regard, using the library method, human resource risk framework was analyzed from the perspective of management science thinkers of Paul and Milcher, Ernst and Young, Meyer, Maenpaa & Voutilainen, Rotarsko, Li and Zhang, Pandey. Then, the factors influencing human resource risk management were identified and mentioned, and Stevens' human resource risk policies and procedures were presented. Then, the perception of risk and the factors influencing attention to risk and action for it were stated. In the final section, theories related to risk perception were discussed in the form of the Wild risk-homeostasis theory (1982) and the Naatanen & Summak zero-risk theory (1976). Studies show that human resource risk management frameworks provide a conceptual model for the systematic development and planning of human resource risk management activities. They are also useful for assessing and evaluating the level of human resource risk. These frameworks provide the basis for planning, evaluating, and implementing human resource risk management.

Motivation and retention of teachers in private secondary schools in Kenya

Employee retention has become a key focus of the human resource professional agenda. Organizations and schools have come to the conclusion that money could be saved by reducing employee turnover. However, studies have been inconclusive on motivating factors that lower employee retention. The main objective of this study was to determine the influence of motivation on the retention of employees in secondary schools in Kenya. Based on an exhaustive review of literature, three constructs of motivation were taken into consideration namely management. The major hypothesis of the study was that motivation significantly influences the retention of teachers in private secondary schools. To test the hypothesis, three sub-hypotheses were developed; compensation significantly influences employee retention; supervision significantly influences employee retention and psychological contract significantly influences employee retention. A mixed methodology approach was adopted and data was collected using a structured questionnaire and a structured interview guide. Descriptive statistics including frequencies, correlation analysis, and linear regression were applied to test the research hypotheses. The regression results indicate that motivation is causing a 7.0 percent variation in retention, implying a weak relationship. The weak relationship can be explained by poor salaries, authoritarian supervision, and breach of the psychological contract.

Determining the next step: how organizations and aging employees determine whether to stay or to go

Purpose This paper aims to discuss the guiding principles for how to find solutions to a complex problem facing HR professionals: What to do with those who could or should retire and move on to the next stage of their lives? Design/methodology/approach The author offers five guiding principles that may help you find a solution suited to your organization. These principles should help you assess where to focus your efforts and how to build a plan for moving forward. He then provides several potential solutions for HR professionals and their aging workforce to consider. Findings The challenge to the human resource professional and the organization’s executives is to understand these guiding principles and develop solutions that work for the organization, business conditions and people. Originality/value With these guiding questions and considerations in mind, HR professionals can better help their aging workforce stay, go or find a solution in between.

The Vehement, Volatile, Value-seeking and Viral: The New Era of Employees and Why HR Preparedness and Future-skilling Is Key to a Healthy Business Enterprise—A Perspective

For a human resource professional, training and learning are a way of life. They have to constantly re-invent themselves to tread the water. Understanding the needs of the new generation (Gen Z) of employees, charting new initiatives for them while making business sense of those initiatives is essential for the human resource managers of today. A changing world brings with it different perspectives on employee morale and new-age challenges (such as the abuse of technology and social media play). Positive mental health and its impact on a stable, sustainable and productive workforce is another critical aspect of human resource management. This paper is based on the journalistic construction of human resources and perspectives based on personal experience. The aim is to provide a basic view on human resources preparedness to meet the challenges of tomorrow by analysing the operations of yesterday and recalibrating the workings of today.

Interim Management and Organizational Support: Applications for the Human Resource Professional

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