Dimensions Of Human Resource Management Research Articles

Management of Primary Teachers according to the Approach of Competency-based Human Resources Management

This research focus on how to ensure primary teacher’s management according to an approach of competency-based human resources management in theories as well as how to apply in the Van Ho District, Son La Province of Vietnam as a case study. Nine criteria and 48 indicators were identified according to the dimensions of human resources management A) Planning; B) Managing the plan; C) Monitoring/assessing the results and providing feedback for improvement. To obtain the data, five hundred people participated in the survey and seventy-seven people were involved in focus groups. The case study focuses on three human resource issues: 1) The primary teacher’s professional standard, which was used in primary teacher’s management in Van Ho (mainly based on professional standards regulated by the Ministry of Education and Training of Vietnam); 2) The policy framework for motivating and encouraging primary teachers regarding the teaching policies of Vietnam; and 3) How the processes of primary teacher professional development could be carried out in the Van Ho context. The results show the human resource potential solutions for resolving the issues.

Perceived Human Resource Management Practices and Demographic Profile of Staff at Private Higher Education Institutions in Oman

This study described the perceived implementation of human resource management (HRM) practices and staff’s demographic profile at private higher education institutions (HEIs) in the Sultanate of Oman. It further explored the relationship of staff profile and HRM dimensions. Purposive sampling was used with a 50 per cent response rate. The instrument is composed of two parts; the first part includes staff profile while second part consists of 10 HRM dimensions clustered in 36 HRM practices. The findings revealed that all HRM dimensions were often applied and more than half of the respondents were academic staff, expatriates, male, and from affiliated, and college HEI. As to relationship, it was found that staff’s designation and residential status had high significant relationship in most of the HRM dimensions while staff’s HEI affiliation, classification and gender had high significant relationship with two HRM dimensions.

Gestión de Recursos Humanos y la Productividad de los Trabajadores en la Empresa Ladrillera Maxx en Tacna

Este artículo analizó teórica y estadísticamente la relación entre la gestión de recursos humanos con la productividad de los trabajadores en la empresa Ladrillera Maxx en Tacna, una empresa privada peruana de fabricación de ladrillos y afines. Esta investigación utilizó la técnica estadística del coeficiente de correlación de Pearson para investigar las relaciones de ambas variables en una muestra de 92 trabajadores. La investigación fue de nivel descriptivo correlacional de naturaleza cuantitativa, el método de recolección de datos fue una encuesta utilizando un cuestionario adecuado. Los resultados del análisis de datos mostraron que existe correlación significativa entre las seis dimensiones de la gestión de recursos humanos con la productividad de los trabajadores en la organización estudiada. Se demuestra la necesidad que tienen las organizaciones de incorporar la gestión de capital humano como parte de sus estrategias de desarrollo, ventajas competitivas y mejora de proceso.

Evaluation of social accountability in hospital managers.

BACKGROUND:Today, hospitals need managers who, in addition to having the necessary skills for management and leadership, are accountable to stakeholders, especially the community. Accordingly, the purpose of this study was to evaluate the social accountability of managers of public and private hospitals in Tehran.MATERIALS AND METHODS:The present study is descriptive-analytical and cross-sectional and was performed on 155 managers of selected public and private hospitals in Tehran. The research tools included a demographic characteristic questionnaire and a researcher-made social accountability questionnaire for managers. Data analysis was performed using descriptive and inferential statistics in SPSS 22 software.RESULTS:The situation of social accountability in the managers of public hospitals was at a weak level and in the managers of private hospitals in Tehran was at a good level. In comparing the status of social accountability and its dimensions in the managers of public hospitals with the managers of private hospitals, the status of social accountability in the dimensions of human resource management, quality improvement, executive management, and overall social accountability were significantly different from each other (P ≤ 0.05). However, in terms of governance, the status of social accountability of public hospital managers was not significantly different from private hospitals (P ≥ 0.05). Overall, the results of social accountability in private hospitals were better than in public hospitals.CONCLUSION:The social response status of managers in private hospitals was better than public ones. Lack of attention of managers to social accountability affects the quality of other educational, health, and medical services. This fact raises the need for managers to pay more attention to the issue of social accountability.

The impact of human resources management practices on the policy of retaining faculty members in Jordanian universities in Jordan: أثر ممارسات إدارة الموارد البشرية على الاحتفاظ بأعضاء هيئة التدريس في الجامعات الخاصة الأردنية في إقليم الشمال

The study aimed to reveal the impact of practices on the impact of human resource management practices on the policy of retaining faculty members in private universities in the northern region in Jordan. A sample of (160) faculty members was chosen in private universities in the northern region in Jordan. The questionnaire was also built, which consisted of (41) paragraphs divided into two parts. The first relates to the dimensions of human resources management (planning to attract human resources, salaries and rewards, promotion to a higher scientific rank, developing the performance of faculty and evaluation) and the second (policy of retaining faculty members). ). After conducting the statistical methods for honesty and consistency of the questionnaire, it was applied to the members of the sample, and the results indicated that two dimensions of the dimensions of human resources management (planning to attract human resources, salaries and rewards) affect the policy of retaining faculty members while the dimensions of (promotion to a scientific rank) The highest development of the performance of faculty members and evaluation) did not affect the policy of retaining faculty members, and finally, the results showed that personal variables (experience and academic rank) did not affect human resource management practices. In light of these results, the researcher recommended the need to reconsider the policy of recruitment and recruitment in private universities in the northern region of Jordan.

Stra.Tech.Man innovation, HRM and Perception of Educational Needs in Underdeveloped Business Ecosystems: The Case of Retail Sector Firms in Eastern Macedonia and Thrace

Innovation becomes widely perceived as the most significant ingredient of socioeconomic development, for all types of organizations, at all spatial levels. This study aims to examine how a specific category of business people understand the phenomenon of innovation in relation to the dimensions of Human Resource Management (HRM) and intra- and external business education and training. It explores in particular how the firms of a less developed regional business ecosystem perceive this triangle of innovation-education-human resources, what is their current image and how this comprehension evolves over the last years. Through field research in firms located in the Greek region of Eastern Macedonia and Thrace, we highlight these qualitative correlations between innovation, workforce management, training, and education. Our findings suggest that the “image” of these entrepreneurs to these issues lacks interpretive depth and practical cohesion, which is related to pathogenies caused and causing the overall relative socioeconomic underdevelopment in the region. The originality of this research derives from the presentation and analysis of specific firms’ and professionals’ perceptions of innovation, which are relatively far from the standards set by the corresponding modern scientific literature and practice.

Dimensions of Human Resource Management Evolved with the Outbreak of COVID-19

The COVID-19 can be blamed for the greatest workplace transformations after 2020. This outbreak in this 21st century will break the existing system i.e. working, exercising, shopping, communicating, educating, and learning. This change will slowly force the organization to make modification to our human resource policies and strategy. The point need to be noted that this “social distance” is the change factor that created in the history for transformation. The work from home is the new dimension evolved with the outbreak of COVID-19. It is the flexible task based work culture approach supported by information communication system. However, this approach is not suitable for the manufacturing industries other than sales management, marketing, customer contact etc. It is more suitable for service industries. Yet, data protection, confidentiality, line management, pay-roll bases and extended job management are the challenges for it. The work from home is the method assigned to employee in their own consent based on their convenience of task performance.

Impact of the perception of performance appraisal practices on individual innovative behavior

PurposeThe purpose of this paper is to analyze the impact of employees’ perception of performance appraisal (PA) practices on innovative behavior (IB). The authors also propose to analyze consistency, a dimension of Human Resource Management (HRM) system strength, as a moderating variable in the aforementioned relationship.Design/methodology/approachA quantitative study was conducted, using a sample of 166 employees carrying out highly qualified, intensive knowledge jobs in four industrial companies in the Valencian region of Spain. The hypotheses were tested by applying the Smart-PLS 3.2 software.FindingsThe findings confirmed that in a context of professional and qualified work, PA practices have a direct and positive effect on IB. However, the results obtained did not enable us to affirm that employee perceptions of the consistency of the HR system moderated the relationship between PA and IB.Originality/valueThe paper’s originality lies in including the role of consistency, a dimension of HRM system strength, in the analyzed relationship. When employees believe that PA achieves the goals for which this practice was designed, and that this appraisal follows a clear strategic direction over time, they perceive that the assessment system is not arbitrary, i.e., that this HR practice is being applied consistently. Consequently, the present work shows the relevant role of the perception of consistent PA when the firm wants to encourage IB. This fact opens up the field to study how to define and implement control mechanisms that tell managers whether there is a fit between employees’ perceptions and the intentionality of the HRP these managers have defined.

Human Resource Management Between Economy and Ethics – Research of Serbia and Bosnia and Hercegovina

This paper discusses economic and ethical issues that bring about certain limitations in human resource management as one of the basic organizational functions, through which the organization’s relationship with employees is expressed. The aim of this paper is to point out the ethical dimension of human resource management as a key organizational function, which has economic, but at the same time ethical responsibilities. In elaborating this problem, we started from the basic assumption that human resource management as an organizational function and theoretical concept should balance between economic and ethical requirements, which depends on the attitudes of managers as decision makers. In addition to the analysis of the existing literature in this field, an empirical research was conducted to verify the stated assumptions on the basis of a survey questionnaire, which explored the attitudes of managers. The results were processed by statistical methods in the SPSS program. The significance of this paper derives from the importance of employees for the organization and the sensitivity of the human dimension of the organization in relation to the economic one. Bad condition in human resources management in BiH and Serbia, as the countries on which our research is focused, with unfavorable situation on the labor market, low level of perception of needs by managers and knowledge (professionalism) required for experts in this field to achieve necessary influence and affirm an effective concept and practice, opens opportunities for unethical actions of organizations. Unethical practices can be generated by ignorance, employers ’greed for quick profits, and weak institutional influence. High distance of power is an unfavorable cultural factor that encourages the arbitrariness of individuals and prevents social control of the behavior of organizations. In these wanderings and undefined directions of institutional development, in these countries there is room for corruption, poor law enforcement (incomplete reform of the judicial system), insufficiently defined protection of private property, strong influence of political parties in all spheres of life, political and economic connection, significant share of state property, etc. On the ground of egalitarian culture, high social inequality and impoverishment of the majority of the population is created, which negatively affects education, health and distracts attention from the civic control of the government. Therefore, in the research we started from the assumption that the primary evaluation of the human and social function of business and employees as a purpose, not a means, positively affects the ethical practice of human resource management, which we tested over the average response of respondents employed in different positions in the organization. The results obtained are presented in the paper. Keywords: Business Ethics, Ethics, Employees, Economics, HRM, Organization.

Human Resource Management Contributions to Knowledge Sharing for a Sustainability-Oriented Performance: A Mixed Methods Approach

This research examines how internal and external Human Resource Management (HRM) contributes to Knowledge Sharing (KS) in order to reach Sustainability-Oriented Performance. This paper uses a mixed methods approach to report on the main antecedents of KS for Sustainability-Oriented Performance. There are many antecedents of KS both inside and outside organizations that are as yet unidentified. This research applies two complex statistical techniques, namely, structural equation modeling (SEM) (Study 1) and fuzzy-set Qualitative Comparative Analysis (fsQCA) (Study 2). First, SEM is used to determine the antecedents of KS for Sustainability-Oriented Performance: Affective Commitment (AC) (an internal dimension of HRM) and a collaboration-oriented Human Resource Management system (CHRMS) (an external dimension of HRM). Second, three multi-group SEMs are used to determine whether a manager’s characteristics (age and gender) and firm size moderate the relationship between KS and its antecedents. Finally, an fsQCA is conducted to identify alternative configurations that lead either to KS or to its absence. The sample comprises data from an online survey of 367 certified innovative Portuguese small and medium enterprises (SMEs). The SEM results show that a collaboration-oriented HRM system always has a positive effect on KS for Sustainability-Oriented Performance. In addition, if the manager is a young man working in a small firm, their AC positively affects KS. There are alternative configurations that lead to the presence or absence of KS. There is, therefore, empirical evidence for the moderating effects of the manager’s age and gender, and firm size. Our study offers improved new HRM configurations and results when compared to the sole use of traditional quantitative statistical methods. The results are consistent and conclusive.

Impact of HRM Practices on Job Satisfaction of Employees in Serbian Banking Sector

Research Question: The study aims to identify the level of effectiveness in Human Resource Management (HRM) and its impact on employees’ satisfaction in the banking sector of Serbia. Motivation:The aim of this research is to measure the satisfaction of employees in the banking sector of Serbia. In addition to the overall goal of this study, it is necessary to list some specific objectives: ​​to provide human resource management (HRM) analysis, to focus on the main dimensions of HRM in practice, to present a test for measuring employee satisfaction in practice, to identify weaknesses in management that affect employee satisfaction and to propose measures to improve employee satisfaction and increase motivation. The research attempts to point out the basic driving factors for better work and effects, as common motives for all workers, such as salary, job interest, the opportunity of further progress, the degree of autonomy in the performance of tasks, and the possibility of personal affirmation. The challenge that puts the management of human resources and its application into practice becomes a very relevant field of inquiry. It is important to know the answer to the research question in order to arrive at a response to whether or not to comply with Pareto optimum: “When we know where and why we are headed, little things can point us to the right direction” (Debreu, 1954). The novelty in the study is that some aspects (career improvement and job security) bring employees a greater degree of satisfaction, while others (salary and business climate) are rated as bringing significantly lower levels of satisfaction. The work is based on the applied Kruger study (Kruger et al., 2008). It is used for research, because in this specific case it makes it possible to collect the results of mortgage execution on a sample of employees of 10 banks, whose results would be useful at the level of the banking sector in Serbia. Idea: The basic idea of this paper is to evaluate different levels of employee satisfaction with different dimensions of quality of work in banking institutions. The study involves analyzing the level of satisfaction from the aspect of selection and selection of employees, job security, employee salaries, career advancement, professional training and professional development, management style, job responsibilities, awards and recognitions and, finally, business climate as key dependent variables. The key independent variables are gender, age, education and length of service, as demographic characteristics of the respondents. Data: The analysis was carried out through a questionnaire sent to the employees of the bank. The target population is employed in the banking sector on the territory of Serbia. Among the different banks, this study takes into account ten banks. 93 questionnaires were available for statistical analysis. Tools: Statistical analysis of all collected data (Z-test, correlation analysis) were used to draw conclusions about relationships between variables, specifically what employees start in the organization. With the help of the Pierson correlation coefficient, statistical significance is determined, which shows motivational effects in the behavior of employees. Findings: The findings revealed a high level of effectiveness of all HRM practices. A strong positive relationship has been identified between the effectiveness of HRM and employees’ satisfaction. The study recommended improving financial compensation system of banks, which would positively increase the level of employees’ satisfaction. Contribution: This paper expands the existing research related to the developing employee motivation in the banking sector and formulates practical suggestions for increasing motivation and avoiding its relativization. Promoting transparency and publicity and an effective system of rewards, compensation and salaries according to merit and contribution to work tasks should be promoted. It is possible to achieve a business climate by respecting the individuality and dignity of each employee, and thus to build trust among employees and loyalty to the institution.

البعد الاستراتيجي لتنمية و ادارة الموارد البشرية في ظل تحديات العولمة

The strategic dimension of human resource development and management is more governed by none of the conditions of an autonomous institution or a particular community, but it has become a global dimension. He dictated the conditions of globalization to all societies, without exception, the need to re-examine his policies on labor force and the perception of these forces as principal factor of competitiveness that seek to make it a competitive advantage Sweeping the world markets. Therefore the objective of this study is to highlight the strategic dimension of human resources management functions under the challenges and the effects of intellectual, cultural, social, and economic and Organization of the globalization.

A Scale to Measure Perceptions of Organizational Maturity

While there are several standard scales in use for measuring various dimensions of human resource management, research is very limited in terms of scale development for variables that form part of the People Capability Maturity Model (PCMM) for organizational maturity. This study covers a perception measurement scale for people governance variables and organizational maturity developed, validated with industry experts and statistically tested. The scale was developed with 113 items grouped into 11 variables covering governance, staffing, performance management, rewards, quality, training, organizational maturity and business outcomes around staff, firm and customer aspects. The reliability analysis was performed for each of the variables based on inputs from 521 respondents across the services industry. The respondents were experienced professionals in functional management and human resources. Detailed analyses of results provide high scores for the variables, indicating good consistency of items. Convergent and discriminant validity analyses were performed for evaluating validation of item dimensions within each of the variables. The overall results indicate that the newly developed scale is a reliable and validated one to measure variables around people, process and organizational maturity, for researchers particularly in the services industry. This fills in a missing gap in terms of a validated scale for measuring people management variables. Further research can be done to extend this scale to other industries and to look at a model fitment across the related variables.

DISCUSSING THE EFFECTIVE FACTORS ON MAINTENANCE OF HUMAN RESOURCES

In this research, the author has elaborated on detection of effective factors on maintenance and retention of human resources. Since human resources are the most resources for obtaining competitive advantage, it is essential to pay attention to different dimensions of human resources management. One of these dimensions is retention of human resources. Factors such as providing correct and valid information at the time of recruitment, assigning tasks based on competence, existence of a clear career, having a suitable evaluation system and effective reward systems are effective in terms of retention and maintenance of human resources. Article visualizations:

Study of the Relationship between Strategic Human Resource Management and Firm Performance (Case Study: Iran Khodro Company)

Strategic human resource management is related to strategic and sustainable management and control of the most valuable assets of firm that are staffs working in it helping the company to achieve its goals. The purpose of this paper is to study the relationship between strategic human resource management and performance of Iran Khodro Company. Statistical population of this study includes all staff (54000 members) of Iran Khodro Company that 384 members were chosen out of them using Morgan table. A questionnaire with 28 items was used through survey method to collect data. To test hypotheses, Pearson test was used through SPSS-19 software. According to the obtained results of study, there is a positive relationship between dimensions of human resource management and performance of Iran Khodro Company.

Organizational Effectiveness through Technology innovation and HRM Strategies

The main theme is to understand the organizational effectiveness from recent developments in technology innovation and human resources management. The editorial first describes the need for technology innovation and HRM integration. A three-strategy model for global technology innovation and organizational development was adopted: personnel strategy, system strategy, and organizational strategy. The personnel strategy could play a crucial role in enhancing the effects of human resources management (HRM) and entrepreneurship by supporting the main dimensions of HRM. The system strategy was used to facilitate technology innovation through knowledge management while the organizational strategy was adopted to create positive organizational culture and high performance systems. The paper suggests that globally distributed engineering and international technology entrepreneurship be new area for theory building. The strategies from this special issue have implications for the study of new information technology innovation and e-HR developmental approaches as well as professional service, customer relations modeling and strategic HRM.

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.

Towards Extending the Ethical Dimension of Human Resource Management

Enduring interest in the ‘social’ aspect of the ethical dimension of Human Resource Management (HRM) on employees and society is a positive trend towards humanity. To maintain justice, fairness and well-being towards its stakeholders, it is necessary for an organization to perform HRM functions ethically. Authors identified two possible meanings to the ethical dimension of HRM. In addition to the above, a second possible connotation was recognized, and labeled as ‘Ethical Orientation of HRM or EOHRM’. This is ‘to direct HRM functions to create, enhance and maintain ethicality within employees, to make an ethical workforce in the organization’. EOHRM is conceptualized based on three dimensions: acquire, develop and retain. Elements of EOHRM are the functions of these three HRM fields. Ethical characteristics would be embedded into elements and question items of the instrument, in order to measure EOHRM. It seems that this concept has been unexplored by scholars in the existent HRM literature. This article attempts to bridge this knowledge gap to a significant extent. EOHRM is offered as a novel concept to HRM architecture, and it gives favorable directions towards future research.

Autonomy of public agencies in Pakistan: does structure matter?

Purpose The purpose of this paper is to examine the relationship between structural arrangements of public agencies of Pakistan and their autonomy. Design/methodology/approach Data were collected through a questionnaire using the key informant approach from 70 public agencies of Pakistan. Hypotheses were drawn from the structural instrumental perspective to examine the relation between structure and autonomy. In order to test the hypotheses, multivariate regression analysis was performed on the data. Findings The research highlights that out of the three major structural dimensions, horizontal specialization, vertical specialization and governing board, only governing board is seen to affect the human resource management dimension of autonomy while vertical specialization is related to financial management autonomy. None of the three hypotheses were completely supported. The divergence of the results from the structural instrumental perspective points to other factors related to agencies including administrative culture and context of state that matter in delegation of autonomy to the agencies by the government. Originality/value This paper contributes to an on-going debate on globalization of public management reforms with emphasis on structural instrumental explanation of the agencification in developing countries.

Human Resource Management (HRM) Practices of the Banking Sector inBangladesh: A Study on Private Commercial Bank

The purpose of this study is to find out HRM practices on the private commercial banking sector in Bangladesh. The researches want to examine the human resources management practices in the field of banking sector. It evaluates and compares existing human resources management activities of the employee like; job analysis, human resource planning, talent acquisition, training &amp;development, performance appraisal, compensation, and the industrial relation of nine selective commercial banks. For conducting this research, 100 bank employees are randomly selected from the seven different banks. And out of this 91 employees responses properly; the response rate is 91 percent. The questionnaire consists of individual questions on seven HRM dimensions. The questionnaires were developed by considering five point Liker scale. The collected data were analyzed by applying both descriptive and inferential statistical techniques such as factor analysis and structural equation model (SEM). The SEM results indicated that job analysis, human resource planning, training &amp; development, compensation, and industrial relation significantly and positively associated with overall human resource practices in private commercial banking sectors in Bangladesh. JEL Classifications: M10; M12; M19