Core Human Resource Research Articles

Exploring the Impact of Leader Narcissism on the Job Embeddedness of a New Generation of Employees in the Chinese Context

Abstract: Narcissism is the personality trait of being arrogant, lacking empathy and manipulative, and in conjunction with leadership, narcissistic leaders have a profound impact on the organizational environment and employee behaviour. As the new generation of employees develops into the core human resources of Chinese companies, the effect of narcissistic leadership on new-generation subordinates becomes a more worthwhile topic in organizational behaviour. This study constructs the influence of narcissistic leaders on job embeddedness based on the social exchange theory and conservation of resources theory. This study collected and analyzed data from 201 Chinese young generation employees through an online questionnaire. The findings suggest that narcissistic leaders had a significant negative correlation with employees' job embeddedness; job stress and employee silence mediate the relationship. This study may be unable to track the long-term effects of the factors and is limited to the Chinese context. However, the results of this study not only enrich the literature in the field but also provide practical references for organizations to lessen the impact of leaders dark personalities and employees negative behaviors.

The Impact of COVID-19 on Selected Human Resource Management Functions: Recruitment & Selection, Talent Management and Performance Management

The primary objective of this investigation was to assess the influence of the COVID-19 pandemic on the realm of human resource management. Due to the limited existing research in this area, the researcher conducted this study to contribute to the existing literature and provide guidance for organisations and human resource managers. Employing a qualitative approach, this paper conducted a literature review to gather data and utilized thematic data analysis for data interpretation. The results indicate that the COVID-19 pandemic has had and continues to have significant effects on three core human resource functions: recruitment and selection, performance management, and talent management. The transition to remote work has led to the digitization of recruitment and selection processes, posing challenges for HR professionals in managing performance. Additionally, the evolving landscape has underscored the importance of talent management as a critical function for organisational success.

Employee engagement among women in technical positions in the South Africa mining industry

The aims of this study were to investigate the factors that influence women's engagement in technical positions in the South African mining sector and to determine what could be done to promote their successful participation. A convergent parallel mixed-methods research design was used to ascertain the factors that facilitate, inhibit, and influence engagement. In the quantitative phase of the study, questionnaires were circulated to women employeees; and in the qualitative phase, semi-structured interviews were conducted with employer representatives, most of whom were human resource personnel. Confirmatory factor analysis showed that the three-factor structure (vigour, dedication, and absorption) of the Utrecht Work Engagement Scale fit the sample data reasonably well. Although there is room for improvement, respondents demonstrated acceptable levels of engagement in their work. On the other hand, the qualitative findings showed that employee engagement is impacted by unfavourable working conditions, work-life balance, and the mining industry's male-dominated work culture. The findings showed that employee engagement should be elevated to a core human resource function. To increase the participation of women in mining, human resource professionals are encouraged to collaborate with mine supervisors, managers, and employees to develop programmes that promote employees' absorption in and dedication to their work.

An internal fit perspective on the relationship between strategic human resource (HR) practices and knowledge-oriented HR practices

Purpose This study aims to examine the direct link between strategic human resource practices (SHRPs) and knowledge-oriented human resource practices (KHRPs) to determine their complementarity for promoting knowledge management (KM) activities. Design/methodology/approach The authors collected data from 387 employees working in top 20 IT and consulting firms in India through a questionnaire survey. Data is analysed using exploratory factor analysis and regression technique. Findings SHRPs have a significant and positive relationship with KHRPs, suggesting SHRPs have a positive predictive capacity for influencing KHRPs. It suggests there needs to be internal alignment between the core human resource (HR) practices and knowledge-based HR activities to promote KM. It shows that core HR practices of hiring, training, job design, performance and compensation management facilitate knowledge sharing and creation through HR practices. Research limitations/implications The cross-sectional design limits its ability to reflect cause–effect relationship, and further studies can adopt a longitudinal design. Further research can explore other different HR configurations on KHRP. Originality/value The study explored the suitability of core HR practices with knowledge-based HR practices theoretically contributing to the HR configurational internal fit perspective, and KM literature. Practically, it suggests firms to consider core HR practices while designing organizations’ KM strategies. In the context of knowledge-intensive organizations, the study applies the HR configurational fit perspective that purports synergistic relationship among the various HR sub-systems for achieving organizational goals.

Research on the Problems and Countermeasures of Knowledge Workers Loss in state-owned Enterprises

In the era of the knowledge economy, the core object of enterprise human resource management is knowledge workers. The status of knowledge workers in state-owned enterprises is even more important. They are the core human resources of state-owned enterprises, mastering the enterprise's key resources, core technology, and management secrets. The loss of knowledge workers in state-owned enterprises is becoming increasingly serious. The loss of knowledge workers has seriously weakened the market competitiveness of state-owned enterprises. It is one of the major problems affecting the survival and development of state-owned enterprises. Reducing the loss of knowledge workers has become a major challenge for state-owned enterprises. This article will analyze the existing problems within state-owned enterprises, such as welfare policies, performance appraisal, and working environment. At the same time, it summarizes the problems existing in the life of different types of knowledge workers. Finally, combined with the development of today's society, put forward corresponding effective suggestions and achievable solutions.

Program to Institutionalize Meritocracy and Excellence in Human Resource Management (PRIME-HRM) in the Division of Northern Samar: Achieving Maturity Level II

Effective human resource management is critical to the success of educational institutions, but it can be challenging to manage human resources in the education sector. Recruitment, selection, and retention of highly qualified personnel, providing professional development opportunities, and ensuring employee satisfaction and motivation are some of the challenges that institutions face. This study examines the human resource management practices of the Schools Division Office (SDO) Northern Samar in the Philippines, using a mixed methods concurrent design approach. It collected data through reports, documents, and interviews with SDO officials and school administrators. The qualitative and quantitative findings were merged through simultaneous data analysis. The findings revealed that SDO Northern Samar has met the PRIME-HRM Level 2 – Maturity Level Indicators in the Systems, Practices, and Competencies of the four core Human Resource Management areas. The overall performance rating of 4.950 reflects the excellent service delivery of SDO Northern Samar. Further, most of the recipients of appointments and HR programs were teachers, followed by school administrators and non-teaching personnel. The high number of teachers who received training, seminars, and workshops indicates a strong emphasis on professional development for educators in the school system. The significant participation of school administrators in these events suggests a supportive organizational culture for professional growth. Moreover, most of the scholars receive courses from SEAMEO InnoTech, and most of the rewards and recognition being received are from the division level. These findings highlight the importance of providing opportunities for all staff members to enhance their skills and knowledge and the high level of excellence and dedication of the teaching, non-teaching, and teaching-related personnel within the division. These accomplishments were achieved through best practices in human resource management such as developing a comprehensive recruitment strategy that targets a diverse pool of candidates, providing support for new hires, regularly evaluating staff performance and providing feedback, and creating a culture of appreciation and recognition. Additionally, providing ongoing professional development opportunities, implementing a mentoring program, and developing a comprehensive compensation and benefits package are important for staff advancement and retention. These findings can help educational institutions improve their human resource management practices and enhance the quality of education they provide. Keywords: Human resource management, education sector, Philippines, PRIME-HRM, best practices, mixed methods DOI: 10.7176/JEP/14-11-03 Publication date: April 30 th 2023

Enhancing Human Resources for the Conservation and Promotion of Cultural Values of Khmer Folk Music in Southern Vietnam

Khmer folk music in Southern Vietnam is diverse in its forms and mainly serves religious rites and traditional ceremonies. However, with the trend of increasing integration and exchange, and under the strong and constant influence of the wave of Western civilization, the development and popularity of modern audiovisual media, new and attractive music shows on television and social sites, the folk music of the Khmer in the South is coping with a great deal number of difficulties and challenges. Although changing trends are inevitable, we need solutions to continue promoting the values of Khmer folk music in the South in new conditions and contexts without losing its identity, including training core human resources for this objective. The article focuses on two research objectives: the first is to understand the policies of the government of Vietnam and the results of practical training of human resources to preserve and promote the cultural values of Khmer folk music heritage in the South of Vietnam and the second is to propose solutions in developing and training human resources to preserve and promote the values of Khmer folk music and culture in the South of Vietnam.

Critical Components of Airport Business Model Framework: Evidence from Thailand

Because of the scarcity of extant studies in the literature on airport business models, this study aims to identify a framework for airport business model design. Exploratory research obtained from key Thai respondents was used, and the data analysis was further enhanced by an extensive review of related grey literature available in public domains. With our qualitative data analysis, we propose the generic airport business model framework as a foundation for designing business models. Strategic partners, core business activities, human resources and sustainability-related projects should be considered basic components driving an airport to achieve high performance. The remaining business model components should be customised depending on business environments and location contexts.

An Analysis of the Optimal Allocation of Core Human Resources in Family Enterprises Based on the Markov Model

As an important component of family business management, human resource allocation greatly affects all aspects of the company’s strategic direction and organizational structure. Therefore, the optimal allocation of core human resources in family businesses has become a topic of great practical significance. Based on the Markov model, this article is based on the B/S architecture, designed the three‐tier architecture of the presentation layer, business logic layer, and data layer adopted by the system, forming the basis of quality management, job management, performance management, and salary management‐oriented human resources optimization configuration system. Taking family business A as an example, the Markov chain is used to predict the flow of personnel in the company in the next three years. The results show that with the development of normalization and the improvement of the management level, the demand for personnel in the family business will decrease year by year. Competency analysis of human resources positions found that grassroots employees have higher requirements for competency, but at the same time, lower performance requirements, while company seniors need relatively low requirements for competence indicators and higher requirements for performance. In addition, through data calculation and prediction, it is found that the prediction accuracy of the model algorithm is 81.37% on average. Compared with other model algorithms, the Markov model algorithm has the highest accuracy in predicting the state, and the accurate prediction results make the recruitment work predictable. The system makes up for the shortcomings of traditional human resource management data, such as insufficient data, low accuracy, and inability to achieve homogeneity. It uses a centralized database to comprehensively and organically link human resource management‐related information to provide a basis for future family business human resource optimization.

Current Status and Issues for Japanese Firms Expanding into Thailand: From the Perspective of Local Core Human Resource Development

Purpose - The purpose of this paper is the debate on human resource development and the investment and expansion of Japanese firms in Thailand, with the aim of providing suggestions on the aspect of human resource development in Japanese firms operating in Thailand. Design/Methodology/Approach - Based on the contents of a field survey in Thailand, the current situation of local human resource development of Japanese firms was ascertained and examined through comparison with Chinese and Korean human resource development in Vietnam, Myanmar, and Mongolia. Findings - The surveys themselves reveal that the timing of the determination of core personnel tends to be later and the positions to which they are promoted tend to be lower in Japanese firms than in Chinese and Korean firms in Asia. Further research and analysis are required on how this affects the corporate management of local subsidiaries. Research Implications - Human resource development and personnel evaluation are clearly defined and systemized, and clear compensation is provided. The motivation of capable personnel can be expected to increase, and they can be expected to demonstrate their abilities.

산업기술유출수사 지연원인과 대응방안 연구 : 핵심인력유출사례 분석을 중심으로

4차 산업혁명 시대에는 산업화, 고도화에 따라 지식재산 및 기술에 대한 중요성이 대두되면서 수단과 방법을 가리지 않고 유출을 시도하고 있다. 그러나 자금 사정이 좋지 않은 중소기업은 기 술개발에만 치중하다 보니, 설령 피해가 발생한다고 하더라도 별다른 대응책을 마련하기 어려운 실정이다. 핵심인력유출 시 피해를 최소화하기 위해서는 신속한 수사가 최우선임에도 불구하고 기술유출사건 1건당 평균 소요 시간은 1일 8시간 기준 7개월 정도 소요된다고 한다. 따라서 수사 기간 지연 원인을 분석하여 본 연구의 목적인 핵심인력유출 대응 방안을 설계하고자 한다. 연구 방법은 기술유출사고 수사사례 표본으로 영업비밀의 요건 중 비밀관리성과 산업기술유출수사 과정을 비교하여 산업기술유출수사 지연 원인 행위 항목을 도출하고, 적합 타당성 검증을 한 연 구 결과는 다음과 같다. 첫 번째는 부정경쟁방지법상 영업비밀의 요건에 대한 사전 준비가 필요 하다. 두 번째는 핵심인력이 퇴직하더라도 컴퓨터의 HDD를 포맷하지 않고 보관함으로서 사후 기술유출사고 발생 시 유용한 입증자료가 된다. 끝으로 보관된 HDD를 디지털포렌식 기법으로 분석하여 피해 사실에 대한 자료 확보로 핵심인력유출에 의한 기술유출사고 발생 시 신속한 대 응을 할 수 있다. 결국, 이와 같은 과정을 사전에 준비함으로써 수사 기간 단축으로 사건이 신속 하게 처리되어 기술유출을 조기에 차단하고, 피해 확산 방지에 이바지하는데 유용한 참고자료가 될 것으로 기대한다.

Exploring Leadership Dilemma for Faculty: A Case of Higher Education institutions in Pakistan

Effective leadership in academia is crucial as well as an important component for the success of higher education institutions and to produce graduates of the twenty-first century. However, the complexity of educational reforms, multiple goals, and traditional norms stimulate vague and contested leadership amongst faculty members. The paper reveals the significance of leadership for higher education institutions and explore how leadership abilities can be indoctrinate at the faculty level. A qualitative study was designed by arranging a series of focus group discussions to collect the data. By conducting thematic analysis; few themes emerged which enlightens the significance of academic leadership. In higher education institutions faculty members directly promote the institutional teaching mission, advance learning, and research by representing themselves as core human resources of higher education institutions. Lastly, the paper presents the art of practicing situational leadership in educational reforms considering different paradigms of leadership.

Human Resource Information Systems using the Decision-Making Trial and Evaluation Laboratory DEMATEL Method

Human Resource Information System (HRIS) is a software solution, It contains detailed employee information and Relating to Human Resources Policies and procedures Maintains, manages and processing. Human Resource Information Systems Human Resource Information System (HRIS) is Human Resource Management (HRM) Core Human Resources (Core HR) for the Group required to complete the processes of employee master data Centralized repository is the software that provides. In which the conclusion from the analysis Conducting testing and evaluation Laboratory (DEMATEL) com plex structure the elements are cause-and-effect The chain is considered valid One of the best to identify. It is for factors that evaluate relationships the interdependence between and visual structural modeling Important in identification. Alternative: HRM Functions, Software Quality, Vendor Support, Technology, Big Data Analysis. Evaluation Preference: HRM Func tions, Software Quality, Vendor Support, Technology, Big Data Analysis. From the result it is seen that HRM Functions is got the first rank where as is the Technology is having the lowest rank.

Influence of Employee Attributes, Work Context and Human Resource Management Practices on Employee Job Engagement

Scholars have suggested that employee engagement depends on their personal attributes, as well as the work contexts and human resources management practices of organizations. Little study however exists in professional firm contexts. This study set out to investigate the influence of work context, employee attributes and human resource management practices on the job engagement of employees, taking samples from architectural firms, where employees are considered as core resources. Data for this survey were obtained with the use of questionnaire. The data were analyzed using descriptive statistics and regression analysis. Moderate level of job engagement was found among the employees. The level of engagement was mostly predicted by the human resource practices and employees’ personal attributes. In particular, feedback from principal and clear job description were found to be core human resource management practices that architectural firms can leverage to enhance employee job engagement. Flexible work practices like lunch arrangements, work hours and autonomy were found to also influence job engagement among the architects. This study fills the gap in the literature on the need to fully understand the concept of job engagement in the context of architectural professional service firms, where such study is sparse.

INFLUENCE OF COMPETENCY MANAGEMENT ON EMPLOYEE RETENTION IN SERVICE PROVIDER ORGANIZATIONS IN KENYA

<p>Retaining talented employees is a critical management issue in both private and public organizations. Employees form a key component of any organization. However, as a result of globalization, economic growth and shortage of skilled labor, many organizations including service providers are finding it difficult to retain valued employees. Turnover is even occurring against a background of varied human resource management interventions to improve employee retention. Employee retention is one of the challenges facing many organizations both public and private. Retention of talented employees has become an even greater challenge confronting human resource practitioners due to talented candidates in the global job skills market having the luxury of choice. The objective of this study was to investigate the influence of competency management on Employee Retention in the service provider sector in Kenya. This study was informed by human capital theory. Explanatory research design guided the study. The target population of this study was 519 employees of Mobile service provider organizations. The sample size was 226 respondents. Stratified, purposive and simple random sampling was used to select respondents. The data was collected using self-administered questionnaires. The data was analyzed using both descriptive and inferential statistics to explore the various variables of the study using Statistical Package for Social Sciences Software version 22. From the regression model, (R2 = .630) shows that competency management practices account for 66.3% variation in employee retention at service provider organizations. There was a positive significant relationship between competency management practices and employee retention at service organizations (β1=0.751 and p<0.05). There is a positive and significant relationship between competency management and Employee Retention in the service provider organizations in Kenya. Competency management should always be considered as a key component and outcome of strategic human resource management for enhanced employee retention and performance. Organizations should consider competency management as core human resource practices if they were to retain their employees.</p><p> </p><p><strong> Article visualizations:</strong></p><p><img src="/-counters-/lit/0129/a.php" alt="Hit counter" /></p><a href="https://doi.org/10.5281/zenodo.3872258"><img src="https://zenodo.org/badge/DOI/10.5281/zenodo.3872258.svg" alt="DOI" /></a>

Addressing the workforce capacity for public health surveillance through field epidemiology and laboratory training program: the need for balanced enhanced skill mix and distribution, a case study from Tanzania.

IntroductionSkill mix refers to the range of professional development and competencies, skills and experiences of staff within a particular working environment that link with specific outcome while responding to client needs. A balanced skill-mix and distribution of core human resources is important to strengthen decision-making process and rapid responses. We analysed graduates´ information of the Tanzania Field Epidemiology and Laboratory Training Program (TFELTP) between 2008-2016, distribution of skill-mix and the surveillance workforce-gaps within regions.MethodsTrainees´ data of nine cohorts enrolled between 2008 and 2016 were extracted from the program database. Distribution by sex, region and cadres/profession was carried out. An indicator to determine enhanced-skill mix was established based on the presence of a clinician, nurse, laboratory scientist and environmental health officer. A complete enhanced skill-mix was considered when all four were available and have received FELTP training.ResultsThe TFELTP has trained 113 trainees (male=71.7%), originated from 17 regions of Tanzania Mainland (65.4% of all) and Zanzibar. Clinicians (34.5%) and laboratory scientists (38.1%) accounted for the most recruits, however, the former were widely spread in regions (83% vs. 56%). Environmental health officers (17.7%) were available in 39% of regions. The nursing profession, predominantly lacking (6.2%) was available in 22% of regions. Only two regions (11.7%) among 17 covered by TFELTP presented complete skill-mix, representing 7.7% of Tanzanian regions. Seven regions (41%) had an average of one trainee.ConclusionThe TFELTP is yet to reach the required skill-mix in many regions within the country. The slow fill-rate for competent and key workforce cadres might impede effective response. Strategies to increase program awareness at subnational levels is needed to improve performance of surveillance and response system in Tanzania.

Consideration of issues and countermeasures to acquire core human resources through vocational education to improve local information security in Japan

In Japan, information security specialists are concentrated in urban areas, and there is a shortage of these specialists in other regions. The goal of this paper is to propose a concrete vocational education system for adults who will increase the number of cyber security personnel in local areas. It was hypothesized that in order to increase information security personnel in local areas, and it would be effective to re-employ retired self-defense officers with information security skills as information security managers for local governments through vocational education. It was examined previous cases to verify the hypothesis. At first, in order to prove that the information security field has an advantage in re-employment for retired self-defense officers, I investigated the status of ecosystems where US veterans are re-employed as information security employees in private company. Next, in order to prove that the vocational education for the retired self-defense officers is effective, I investigated the case of re-employment in local government disaster prevention relations as a precedent example of the retirement self-defense officers re-employed through the vocational education. Based on the aforementioned situation, measures are proposed to utilize retired self-defense officers with information security skills as information security managers for local governments through vocational education. Implementing appropriate vocational education for re-employment of these officers in the information security field could be potentially effective in reducing the shortage of human resources in this field in local governments and increase the level of information security in local areas.

Human Resources Challenges in Apparel Industry in Sri Lanka

This study aims to identify the human resources challenges existing in the apparel sector of Sri Lanka and provide recommendations to secure with managing the barriers to go ahead with future sustainability in the industry. The research approach is qualitative and followed the case study method. Face to face interviews was the method of collecting data by following a semi-structured questionnaire for the research, and the data analysis method was the thematic analysis. The finding demonstrates nine core human resources challenges in the apparel industry in Sri Lanka.

ASSESSING INTRAPRENEURIAL ASPECT IN ORGANIZATION (CASE STUDY PT XYZ IN INDONESIA)

PT XYZ is a company which works in industry of oil and gas. With a lot of competition in the industry, PT XYZ needs to improve their performance especially in their main business line, Oil and Drilling Services Operation and also improve their Human Resources. One way to increase their performance is to know and improve the intrapreneurship in the company.This research is using qualitative approach. The first step conducted in this research was to look for the problem from the object being researched by the author. The data collections consist of primary data from questionnaire. There’ll be two questionnaire distributed. First one is Entrepreneurial Orientation Survey (EOS) to assess the current entrepreneurial condition in the company which distributed to the entire division of the company. The second one is Entrepreneurial Leadership Questionnaire (ELQ) which will asses the leader of the divisions with four types of intrapreneur leaders, Miners, Explorers, Accelerators and Integrators. ELQ was distributed in two key divisions, Division of Drilling and Oilfield Service as PT XYZ’s core business and Human Resources Division to manage PT XYZ’s employees. This research will analyze the EOS and ELQ’s results and compare the result of both divisions of ELQOn the basis of the results of this research, it can be concluded that PT XYZ has a good entrepreneurial. PT XYZ’s employees also able to accept entrepreneurial environtment within the company. PT XYZ is also perform above average in the market, able to compesate the employees, empower the employees and doing innovation in par with the competitors. PT XYZ’s employees are also have some understanding about entrepreneurial knowledge. The leader in the PT XYZ’s Human Resource Division is Accelerator type while the leader in Division of Drilling and Oilfield Service is Miner type

ASSESSING INTRAPRENEURIAL ASPECT IN ORGANIZATION (CASE STUDY PT XYZ IN INDONESIA)

PT XYZ is a company which works in industry of oil and gas. With a lot of competition in the industry, PT XYZ needs to improve their performance especially in their main business line, Oil and Drilling Services Operation and also improve their Human Resources. One way to increase their performance is to know and improve the intrapreneurship in the company.This research is using qualitative approach. The first step conducted in this research was to look for the problem from the object being researched by the author. The data collections consist of primary data from questionnaire. There’ll be two questionnaire distributed. First one is Entrepreneurial Orientation Survey (EOS) to assess the current entrepreneurial condition in the company which distributed to the entire division of the company. The second one is Entrepreneurial Leadership Questionnaire (ELQ) which will asses the leader of the divisions with four types of intrapreneur leaders, Miners, Explorers, Accelerators and Integrators. ELQ was distributed in two key divisions, Division of Drilling and Oilfield Service as PT XYZ’s core business and Human Resources Division to manage PT XYZ’s employees. This research will analyze the EOS and ELQ’s results and compare the result of both divisions of ELQOn the basis of the results of this research, it can be concluded that PT XYZ has a good entrepreneurial. PT XYZ’s employees also able to accept entrepreneurial environtment within the company. PT XYZ is also perform above average in the market, able to compesate the employees, empower the employees and doing innovation in par with the competitors. PT XYZ’s employees are also have some understanding about entrepreneurial knowledge. The leader in the PT XYZ’s Human Resource Division is Accelerator type while the leader in Division of Drilling and Oilfield Service is Miner type.