Contribution Of Human Resource Management Research Articles

Analysis of the Contribution of HRM to the Process of POAC in Improving the Quality of Teachers at SDIT AZ-Zahra Rantau, Tapin Regency

This study analysed the contribution of human resource management (HRM) to the processes of planning, organizing, actuating, and controlling (POAC) in improving teacher quality at SDIT Az Zahra Islamic elementary school in Tapin Regency, South Kalimantan Province of Indonesia. A qualitative case study approach was employed involving interviews with the school principal, foundation representatives, and teachers, as well as classroom observations and document analysis. The findings revealed SDIT Az Zahra implements the POAC framework effectively in its HRM practices. The planning stage involves needs assessment through surveys and performance data analysis. Organizing prioritizes task delegation and program coordination aligned with identified needs. Actuating centres on delegation, rewards, and a supportive work environment. Controlling includes regular program evaluations and feedback mechanisms. While teachers valued training opportunities, there was a need for more skills-focused and personalized development. Challenges in integrating faith, knowledge and technology into lessons were also identified. Recommendations include pursuing partnerships for shared resources, leveraging technology for teacher development, and benchmarking with other schools. Overall, SDIT Az Zahra's data driven HRM approach utilizing POAC shows promise for maintaining high teacher quality and achieving academic excellence. The study contributes insights into improving HRM alignment with organizational goals in Islamic educational institutions.

Hubungan Antara Pengelolaan Sumber Daya Manusia dalam Organisasi dengan Komitmen Karyawan pada Dinas Ketenagakerjaan dan Transmigrasi Sijunjung

In an increasingly competitive business situation, companies need employees who have a high commitment to the organization. Allen and Meyer (1990) stated that commitment to an organization is displayed in the components of affective commitment, rational commitment and nomative commitment. From several studies it has been proven that work experience has quite a big influence on employee commitment to the organization. This research will look at the contribution of human resource management as a form of work experience to employee commitment to the organization. What is meant by human resource management is a series of processes, applications and evaluations of the utilization and actualization of human resources in order to optimize the performance and contribution of human resources in achieving company goals. The contribution that will be seen is the contribution of human resource management in the form of employee perceptions of human resource management. As well as discrepancies in employee expectations and perceptions of human resource management. In particular, human resource management will be seen from the functions of managing employee development, managing work assessment, and management.

РАЗВИТИЕ КАДРОВОГО ПОТЕНЦИАЛА — УСЛОВИЕ ПОВЫШЕНИЯ КОНКУРЕНТОСПОСОБНОСТИ МЕДИЦИНСКОЙ ОРГАНИЗАЦИИ

The purpose of this article is to assess the contribution of human resource management to the effi ciency of the organization’s functioning, taking into account the activation of processes and methods for managing the quality of services provided, competitive advantages, study and analysis of the optimized characteristics of the activities of the organization’s production department.

Unlocking the dual black box of GHRMP & EGOC for sustainable environmental performance in developing economies: can green workplace behavior and green passion transmit the real change?

In recent years, there has been a growing emphasis on environmental sustainability, resulting in the emergence of Green Human Resource Management (GHRM) practices. Studies have shown that the implementation of GHRM practices can enhance a company's Environmental Performance (EP) and promote the development of Enablers of Green Organizational Culture (EGOC), which can ultimately lead to sustained improvements in environmental performance over the long term. However, there is still a lack of research on Green Workplace Behavior (GWB) and Green Passion (GP). To address this gap, a study was conducted on a large-scale sample of 308 pharmaceutical workers. The study examined the dual mediation impact of major facilitators of Green Organization Culture and GWB on GHRM, and the regulation of GP. Smart Pls 3.0 was used for analyzing the measurement and structural model. The findings indicate that the dual mediation of EGOC and GWB, along with the regulation of GP, significantly enhances the EP levels of organizations. These findings have significant implications for pharmaceutical company managers who are interested in developing strategic HR strategies for sustainable development. The study's results provide guidance on how managers can motivate their employees to engage in green initiatives in their daily activities, and GHRM practices offer a practical way to enhance EP and sustainable development. However, the contribution of Human Resource Management to sustainable development remains limited in the literature. Therefore, it is important for businesses to recognize the significance of environmental sustainability and adopt GHRM practices to improve their EP levels. The environment and natural resources around the world have been severely impacted by the aggressive growth of human economic expansion, and there is an urgent need for social efforts to address this situation. The adoption of GHRM practices can help businesses to develop specialized skills and enhance their contribution to sustainable development. The literature suggests that GHRM practices are a viable and practical solution to enhance environmental performance and promote sustainable development.

Contribution of Human Resource Management to the Business Performance of Entrepreneurs in Purwokerto

This study aims to analyze the contribution of Human Resource Management to the Business Performance of Entrepreneurs. This research is a case study at the UKM association in Purwokerto and respondent from this study were 84 from UKM association. This study used data analysis techniques namely PLS (Partial Least Square) analyisis using Smart PLS 3.0. The results showed that recruitment and selection had effect on business performance, training and development had effect on business performance. The results also show that compensation has no significant effect on business performance. The results showed that performance appraisal has no significant effect on business performance. Basically the Human Resource Management function has a contribution to the business performance of SMEs. This is evidenced by the value of R2 49,2% of the variability in the construction of SME business performance is influenced by recruitment and selection factors, training and development, and performance appraisal.
 
 Keyword: Recruitment and selection, training and development, compensation, performance assessment, business performance

How Do Human Resource Management Practices Affect Innovation of Small- and Medium-sized Enterprises in a Transition Economy?

Small- and medium-sized enterprises (SMEs) are one of the engines for inclusive economic growth. Yet little is known about the contribution of human resource management (HRM) practices to the success of SMEs. This study empirically examines how HRM practices determine different categories of innovation of SMEs in the context of a transition economy. Using a longitudinal dataset and applying the instrumental variable methodology to correct for endogeneity problems, our study uncovers that HRM practices positively affect the quality of employed human and physical capital assets of SMEs. More importantly, we find that that HRM practices significantly contribute to the launch of new products and improvement of existing products. In addition, we also find that the adoption of HRM practices facilitate labour productivity and value added. Taken together, these findings highlight that HRM practices are a strategic resource for innovation and development of SMEs in transition economies by rewarding them with higher-quality capital assets. JEL: L25, O15, O31

The Role of Human Resources Management in Corporate Social Responsibility at PT Kutai Timber Indonesia (PT. KTI)

The existence of companies earning profits through extracting of natural resources from community’s/inhabitant’s environment has contributed to the growing awareness about the concept of Corporate Social Responsibility (CSR). Aspects of CSR related to employee participation require support from human resource management (HRM). Although research linking the role of HRM and CSR has seen a significant increase, but there is still no comprehensive approach that examines these two concepts jointly. This study aims to consider the structure of CSR-HRM at PT Kutai Timber Indonesia (PT KTI), the role of HRM in the development and implementation of CSR, and the contribution of HRM in corporate sustainability through CSR at PT KTI. The study used a qualitative approach to the type of case study research. Data collection techniques included in-depth interviews, observation, and documentation. Data analysis in this study was carried out in three stages, namely data reduction, data presentation, and final conclusion. The validity test of data is used the method of source triangulation and technical triangulation. The research findings conclude that the understanding of CSR adopted by PT KTI was still focused on the external dimension, so the structure of PT KTI’s CSR-HRM was limited to administrative relations. HRM in the HRD Department of PT KTI does not have a strategic role related to the development of CSR, but has an administrative role related to employee licensing in implementing CSR. PT KTI’s HRD department contributes to corporate sustainability through HRM core tasks. The limitation of this study is its limitation to be generalized to other sites/objects. The sound generalization could be applied only to objects/sites that have similar or similar characteristics.
 Keywords: CSR, the role of HRM, corporate sustainability, PT KTI.

How to retain motivated employees in their jobs?

This article examines the contribution of human resource management (HRM) and information and communication technologies (ICTs) in the retention of motivated employees. The author uses a representative random sample of private sector employees from Western Europe. The data set contains information on employees’ motivations, on-the-job search and workplace environment. The results show that HRM and ICT bundles are positively related to motivations. Being motivated for intrinsic and personal growth reasons decreases the likelihood to search while being motivated for rewards or compulsion reasons increases it. HRM strengthens the likelihood to search in the same way, while ICTs tend to increase the likelihood to search of all employees.

Contribution of human resource management in creating and sustaining ethical climate in the organisations

<p class="Default"> This paper reviews the existent literature on creating and sustaining ethical culture and climate through human resource management (HRM) by discussing major issue and objective of managing ethical culture and climate and examining the state of human resource management in the same context. This review indicates different forms of ethical issues that still widely exist in the organisations and also reveals limited literature that examines how ethical culture and climate can be managed in organizations through effective HRM. The findings of this review present the contribution of functional dimensions of HRM in creating and sustaining ethical culture and climate at all levels in the organisations. This review also discusses the implications for practice and further research in relation to creating HRM-based ethical climate in organizations.

Literature Review on Good Governance in the Organizations through Human Resource Management: A Corporate Level Analysis

&lt;p&gt;The objective of this review is to analyze the contribution of human resource management (HRM) in creating good governance in the organizations. A theoretical framework concerning the characteristics of good governance and the contribution of human resource management based on those characteristics were developed. The relationship between human resource management and creating good governance in the organizations, which is based on social, ethical, democratic, and economic basis, involves some important aspects concerning people management aspects such as participation, consensus orientation, accountability, transparency, responsiveness, effectiveness and efficiency, equity and inclusiveness, and following the laws and regulations. The integration of characteristics of good governance with possible approaches and practices of HRM leads to developing a model which underpins the contribution of HRM to create and practice good governance in the organizations. Based on this model, propositions and recommendations for future research on this theme are presented.&lt;/p&gt;

Role of Ethical Orientation of HRM in Establishing an Ethical Organizational Culture: A Literature Review and Implications

Growing unethical behavior of employees in business organizations and its negative impact on the organization, economy and the society has become a global concern over the past two decades. Hence Growing unethical behavior of employees in business organizations and its negative impact on the organization, making employees more ethical to create an ethical organizational context and its positive impact on the organization, economy and society have received growing scholarly attention in the business and organizational ethics literature. Creating and sustaining an Ethical Organizational Culture (EOC) is a crucial strategic goal for any business organization. Despite its significance in the present corporate environment, empirical investigations on EOC and the contribution of Human Resource Management (HRM) in creating and sustaining an EOC are limited. This paper reviews relevant theoretical and empirical findings of research work in literature from Business Ethics, HR, management, and organization studies fields, in the link EOC and HRM over the past three decades. The main objective of the study is to explore the role of Ethical Orientation of HRM (EOHRM) in making employees more ethical, in order to create and sustain an EOC. The paper discusses this role under four key HRM dimensions: Acquire, develop, retain and motivate ethical employees, in order to create an EOC. Working definitions for the main constructs in the study, EOHRM and EOC were developed by the authors. Systematic review method recommended by Tranfield et al. (2003) with an archival method, was used for reviewing of literature. This paper has a significant utility for future research.

Human resource management research output in Ireland between 1950 and 2010: A retrospective

Abstract This paper presents a retrospective account of research output in the field of human resource management (HRM) in Ireland. We present a brief contextual overview looking at significant institutional and practice developments in the field, which, in turn were significant for curriculum, educational and research advances. We collected relevant HRM research output spanning 1950-2010, which yielded a total of 195 academic papers. Our analysis of the research output allows us to present an account of the altering profile and contribution of HRM as an academic field in Ireland and demonstrates the broadening of the field of HRM within Ireland.

The Influence of Management Participation on Adoption of HRIS IN Teachers Service Commission (TSC) Operations in Kenya

While it is generally accepted that Human resource plays an important role in organizations, organizations now take cognizance of the fact that the more strategic the approach to human resource management (HRM), the greater the contribution of HRM to organizational performance. This is because HRM powerfully impacts on the policies, practices and systems that influence employees’ behavior, attitude and performance The purpose of this study is to investigate the factors affecting the adoption of human resource information (HRIS) systems in the operations of Teachers Service Commission (TSC) in Kenya. The current status in the TSC is that there is limited usage of information systems especially in human resource management hence the rationale of this study. In most cases HRIS is still at transactional level. Moreover, management of HR in Africa has not changed much since countries attained independence. The HR function is still a support function that provides services to its internal customers and which is constantly under challenge to improve its service quality and in turn nurture further organizational development. This is the scenario in most of the government organizations in Kenya. It is also worth noting that most of the literature available on HRIS is from other countries and not the Kenyan context. The study addressed the question as to whether management participation had influence on adoption of Human Resource Information Systems at the TSC in Kenya. The study employed descriptive research design. The study population was the staff of the TSC in all its offices spread across Kenya. Purposive stratified sampling was used to select the sample for the study. Data was collected using a self administered questionnaire. 202 questionnaires were distributed and 140 were received back. It was then analyzed using, SPSS window Version 21. Multiple regression and correlation analysis were conducted with results pointing to the fact that management participation has significance on adoption of HRIS in TSC operations in Kenya.

A meta-analysis of the variability in firm performance attributable to human resource variables

The contribution of Human Resource Management (HRM) practices to organisation-wide performance is a critical aspect of the Human Resource (HR) value proposition. The purpose of the study was to describe the strength of HRM practices and systems in influencing overall organisational performance. While research has concluded that there is a significant positive relationship between HRM practices or systems and an organisation’s market performance, the strength of this relationship has relatively not received much analysis in order to explain the degree to which HRM practices explain variance in firm performance. The study undertook a meta-analysis of published researches in international journals. The study established that HRM variables accounted for an average of 31% of the variability in firm performance. Cohen’s f2 calculated for this study as a meta effect size calculation yielded an average of 0.681, implying that HRM variables account for 68% of variability in firm performance. A one sample Kolmogorov-Smirnov test showed that the distribution of R2 is not normal. A major managerial implication of this study is that effective HRM practices have a significant business case. The study provides, quantitatively, the average variability in firm success that HRM accounts for.

A comparative analysis of contribution of human resource management to organizational performance of banks in Serbia

The contribution of this paper is in identification, proving and presentation of practice quality of human resource management as an important factor for achieving organizational effectiveness of banks. A group of correlations has been defined in this paper to be measured in order to reflect the impact of HRM practice on the effectiveness of banks in Serbia, which can lead to better functioning of not only banking organizations, but also of all other organizations in our environment and under current circumstances. The results of this study showed that banking organizations that have better HRM practices possess a more competitive workforce and better organizational performances, which further highlight the need for a more systematized and institutionalized use of human resources within commercial banking sector in Serbia.

Options‐based HRM, intellectual capital, and exploratory and exploitative learning in law firms' practice groups

AbstractThe current study intends to uncover the strategic contribution of human resource management by introducing a unique construct of options‐based (vis‐à‐vis project‐based) HRM and examining its links to intellectual capital and exploratory and exploitative learning in the context of law firms' practice groups. Empirical results show that options‐based HRM is positively related to the practice group's explorative and exploitative learning. The intellectual capital mediates the relationships between options‐based HRM and the practice group's learning for exploration and exploitation. This study makes a valuable contribution to the HRM literature by establishing the mechanisms by which HRM enables organizational learning and extending the scope of HRM research to professional service firms. Our findings also provide valuable implications for the literature of organizational learning. © 2012 Wiley Periodicals, Inc.

Private equity and human resource management: ‘Barbarians at the gate!’ HR’s wake-up call?

A private equity buyout (PEB) constitutes an important organizational event that usually heralds major organizational transformations. As such, the announcement of a possible PEB can be expected to impact the organization and require careful management of the pre-PEB process. This article investigates the role and contribution of human resource management (HRM) during a two-year process of negotiations preceding a PEB. It shows the vulnerability of HR-based change contributions to uncertainty about the future, as uncertainty accentuates the ambiguity inherent in HRM based change. Furthermore, it highlights the importance of the role of top-management and the possibilities for HRM during the period leading up to a PEB.

Whatever happened to human resource management performance?

PurposeThe purpose of this paper is to critically explore the evidence that human resource management (HRM) could contribute to the improvement of organizational and individual performance. It aims to examine the historical development of HRM and its emergence as a distinct management discipline. The evidence indicates that HRM is the product of several different traditions that range from a concern with employee welfare to the development of workplace relationships. The paper critically re‐evaluates what human performance is and assesses its contribution to organizational effectiveness. What is particularly important is the lack of empirical literature on the contribution of HRM and business performance. This paper will call for the re‐evaluation of more contemporary criteria of how people contribute to organizational performance in private, public and the emerging non‐profit making sectors.Design/methodology/approachThe methodology adopted in this research uses critical literature on the contribution of human resource management performance.FindingsThe main finding of this research is the understanding of the problems of research design in measuring the contribution of HRM to develop performance in organizations.Research limitations/implicationsThe research presented in this paper needs to review and standardize comparative research design to confirm the performance of HRM in organizations. It compares the alternative perspectives of measuring performance in financial criteria.Originality/valueThis paper reviews the research between key authors for exploring the correlation between HRM and organizational performance for future research and examines the influence of human resource professional bodies.

Does HRM really matter in bringing about strategic change? Comparative action research in ten European steel firms

This paper discusses the contribution of human resource management to major transformations in ten European steel companies during the 1990s, and is based on an exchange program organized by the European Confederation of Iron and Steel Industries (Eurofer). The study focuses on three aspects of HRM’s contribution to strategic change: (1) the context in which change was embedded, (2) the implementation process of the change, and (3) the communication strategies used by management to create trustworthiness regarding the change process. Some firms proved to be supporters of “long marches” (incremental change over an extended period of time), while others were rather involved in “short strokes” (rapid overall change) (cf. [Kanter, R. M., Stein, B. A. and Jick, T. D. (1992). The challenge of organizational change . Free Press, New York]). We conclude that HRM has played a role as strategic partner in most steel companies, particularly those who made short strokes, while also a trend towards closer integration of HRM with line management became evident, primarily in those firms taking long marches.

It's All about Context and Implementation

The 2005 World Public Sector Report makes a significant contribution to our understanding of the drivers of public sector performance. It skillfully manages to meld scholarship, breath, specificity and pragmatism into a unified and coherent whole: it is thought provoking and surely required reading for all who are concerned about the role of people in effective public administration in general and the critical contribution of human resource management (HRM) to public sector success, in particular. This short article focuses selectively on a number of the report's key findings and arguments. It adopts the perspective of a HR practitioner, concerned with the intellectual thrust and direction of public sector HR management but focused chiefly on matters of implementation and on the context in which implementation takes place. It argues that effective public sector HR practice is situational: adoption of particular management practices and HR tools hinges on an understanding of local culture and organizational form: one size doesn't fit all. Increasingly too, the composition of the public sector workforce is changing and the boundaries between the public and private sectors are blurring or at least becoming more porous. This has profound implications for public sector HRM. The temptation is often to ape “best practice” from the private sector. Judicious borrowing from the private sector can pay handsome dividends but care is needed in crafting practices and approaches which respect the unique character of the public sector, its workforce, esprit and values.