Effective Human Resource Management Practices Research Articles

Effectiveness of Human Resource Utilization in Oil and Gas Project

Employees are very important to every organization. This study attempts to examine the effectiveness of current human resource management utilization and practices in oil and gas projects in Malaysia, as well as to study the importance of having effective human resource management practices utilization. The human resource management practices namely training and development, performance appraisal, compensation, employee empowerment and ownership as well as work environment are the main practices that has being focused. A questionnaire form has been distributed to the employees of PETRONAS Carigali SDN BHD (PCSB), a leading oil and gas operator in Malaysia including their contractors.

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.

The Impact of Effective Human Resource Management Practices on Job Satisfaction: The Case of National Bank of Greece

An organization’s success in today's competitive business environment is mainly based on human capital and banking institutions and there is no exception to this. Satisfied and loyal employees are the most important assets of an organization, and primarily responsible for productivity and profitability. This study examines the level of employee satisfaction in the National Bank of Greece and attempts to identify the contributing factors. The survey covered 366 employees in Greek branches of the National Bank of Greece, and was conducted with the use of a questionnaire. The analysis of the results indicated moderate levels of job satisfaction in the majority of employees while the main factors contributing to job satisfaction were collegial relationships and relationships with superiors. By contrast, the promotion policy and potential empowerment and participation, may probably need improvement and corrective measures as they not only don’t constitute a source of satisfaction for the employees of the National Bank of Greece, but fluctuate within the limits of neutrality and discontent.

The effects of health worker motivation and job satisfaction on turnover intention in Ghana: a cross-sectional study.

BackgroundMotivation and job satisfaction have been identified as key factors for health worker retention and turnover in low- and middle-income countries. District health managers in decentralized health systems usually have a broadened ‘decision space’ that enables them to positively influence health worker motivation and job satisfaction, which in turn impacts on retention and performance at district-level. The study explored the effects of motivation and job satisfaction on turnover intention and how motivation and satisfaction can be improved by district health managers in order to increase retention of health workers.MethodsWe conducted a cross-sectional survey in three districts of the Eastern Region in Ghana and interviewed 256 health workers from several staff categories (doctors, nursing professionals, allied health workers and pharmacists) on their intentions to leave their current health facilities as well as their perceptions on various aspects of motivation and job satisfaction. The effects of motivation and job satisfaction on turnover intention were explored through logistic regression analysis.ResultsOverall, 69% of the respondents reported to have turnover intentions. Motivation (OR = 0.74, 95% CI: 0.60 to 0.92) and job satisfaction (OR = 0.74, 95% CI: 0.57 to 0.96) were significantly associated with turnover intention and higher levels of both reduced the risk of health workers having this intention. The dimensions of motivation and job satisfaction significantly associated with turnover intention included career development (OR = 0.56, 95% CI: 0.36 to 0.86), workload (OR = 0.58, 95% CI: 0.34 to 0.99), management (OR = 0.51. 95% CI: 0.30 to 0.84), organizational commitment (OR = 0.36, 95% CI: 0.19 to 0.66), and burnout (OR = 0.59, 95% CI: 0.39 to 0.91).ConclusionsOur findings indicate that effective human resource management practices at district level influence health worker motivation and job satisfaction, thereby reducing the likelihood for turnover. Therefore, it is worth strengthening human resource management skills at district level and supporting district health managers to implement retention strategies.

Comparative Evaluation of the Practical Areas of Human Resource Management in Lithuania and Latvia

The aim of the paper is to identify the significant aspects of human resource management practices. The article discusses significant aspects of human resource management practices in the context of the high performance human resource management. The authors carried out a comparative theoretical analysis of the various functional areas of human resource management practices. This paper presents the results of experts’ evaluation of human resource management in organizations of Latvia and Lithuania in terms of a set of performance enhancing human resource management practices. Based on this investigation, the authors reveal the spread of effective human resource management practices realized in Latvian and Lithuanian organizations. The directions for future researches of effective human resource management practices in Latvian and Lithuanian organizations are proposed.

Innovative trends in human resource management: a case study of Lithuanian and Latvian organisations

The article discusses innovative trends and significant aspects of human resource management practices in the context of high-performance human resource management regarding the challenges of sustainable development and the needs of innovations deployment to management practice. The authors carried out a theoretical analysis of various significant functional areas of human resource management practices and a comparative expert evaluation of the situation in Lithuanian and Latvian organisations under the conditions of European integration. A theoretical analysis shows that innovative trends in human resource management are related to the integration of sustainable development ideas and principles of social responsibility and flexicurity in human resource management practices. The results of expert evaluation of human resource management practical areas in the organisations of Latvia and Lithuania convey the trends of human resource management development in terms of a set of performance enhancing human resource management practices. The directions for future research of the innovative trend in effective human resource management practices are proposed.

The Relationship between Human Resource Management Practices and Organizational Commitment: A Field Study

To begin with, of the most important factors that affect the operational performance of the companies is the human resources. Therefore, the development of organizational commitment needs effective human resource management practices. In organizational behavior and industrial and organizational psychology, organizational commitment is the individual's psychological attachment to the organization. Organizational commitment predicts work variables such as turnover, organizational citizenship behavior, and job performance. The current study is intended to provide analysis of the relationships between HRM practices and organizational commitment in companies which operate in the province of Konya/Turkey. From various previous studies, 56 HRM practices items were adopted for this study. These include “manufacturing and human resources fit, behavior and attitude, team activities, interaction facilitation, incentives to meet objectives, training on job skills, training in multiple functions, communication of strategy, feedback on performance”. In this study, Pfeffer (1998)’s scale of human resources management practices and Mowday & Steers (1979)’s organizational commitment scale, Ahmad, & Schroeder (2003) version were used. Data was analyzed using descriptive statistics to project the respondents’ profiles as well as the general patterns of the variations in the HRM variables and organizational commitment. Correlations and multiple regression, statistic regression analysis were used to explore the relationship between the variables involved in the study. As a result of analysis of the findings from top, middle and, the first-tier managers (n=169) except for “training on job skills”. It was found that there was a strong and statistically positive significant relationship between other HRM variables and organizational commitment. The findings of the study provide support for the variables concerned and are confirmed by the results of the previous studies.

Nonprofit And Public Sector Human Resources Management: A Comparative Analysis

Centralto this paper is the task of identifying and understanding what differentiatesnonprofit human resources management from that practiced in public sectoragencies (e.g., federal, state, and local governments). The key differences highlighted here arevolunteer employment, the presence and role of a board of directors, and theemphasis nonprofit organizations place on strategic planning. Understanding these unique areas is arguablyvaluable if it leads to more effective human resource management practices,enhanced techniques, and uniquely tailored approaches to the administration ofnonprofit organizations. The analysisincludes an overview and discussion of topics (e.g., strategic human resourcesmanagement, employee motivation, and compensation) essential to enhancing ourunderstanding of human resources management in the nonprofit sector. Finally, existing literature is surveyed toidentify current trends and inform our discussion of future considerations fornonprofit human resources management.

카지노 딜러의 여가유형이 조직신뢰, 고객지향성, 조직몰입에 미치는 영향에 관한 연구

본 연구의 목적은 카지노 딜러의 여가유형이 조직신뢰, 고객지향성, 조직몰입에 미치는 영향을 살펴보는 것이다. 본 연구는 서울과 강원도의 카지노 딜러들을 중심으로 설문조사가 실시되었다. 연구목적을 달성하기 위하여 분석방법으로 단순회귀분석과 다중회귀분석이 사용되었다. 연구 분석 결과 첫째, 여가유형은 조직신뢰에 유의한 영향을 주었다. 둘째, 여가유형은 고객지향성과 조직몰입에 유의한 영향을 주었고, 셋째, 조직신뢰는 조직몰입에 유의한 영향을 주었으며, 마지막으로 고객지향성은 조직몰입에 유의한 영향을 주는 것으로 나타났다. 본 연구결과는 카지노 조직이 딜러의 여가활동에 대한 지원방안과 여가유형과 관련해서 효율적인 인적자원관리 방안에 관한 시사점을 제시했다. The purpose of this study is to investigate leisure types of casino dealers, and how these leisure types effect the organization trust, customer orientation, organization commitment. This study was performed survey questionnaire on casino dealers at Kangwondo and Seoul. To achieve the research objectives, analysis methods were used: regression analysis and multiple regression analysis. The results of the study were as follows. First, leisure types had a effect on organization trust. Second, leisure types had a effect on customer orientation and organization commitment. Third, organization trust had a effect on organization commitment. Finally, customer orientation had a effect on organization commitment. The results of this study suggested implications for effective human resource management practices on casino dealers in leisure activities and support measures for the organization in connection with the leisure types.

Human resource management activities on the front line: A nursing perspective

Objective: To identify the practical human resource management (HRM) issues that may impact on job satisfaction, nurse retention and ultimately quality of patient care of the nurse unit manager’s (NUM) role. Background: NUMs are in the unique position within the healthcare industry to impact upon and effect large numbers of people, including nurses, doctors, patients and their families, and processes on a daily basis. More effective HRM practices could improve performance in terms of staff satisfaction, positive patient outcomes and the cost effectiveness of staff retention. Method: Two focus groups, one group of nine NUMs and one group of five staff nurses, were conducted at an Australia public hospital. A descriptive phenomenological approach informed data generation and data analysis. Results: The NUMs reported that they were not adequately trained in the skills required to effectively manage staff conflict such as manipulation and bitterness, requiring disciplinary intervention on an ongoing basis. The consequences included reduced staff morale, decreased staff satisfaction, increased stress to the NUM and ultimately retention issues for both the NUM and Unit staff. Conclusion: This study highlights the potential impact of inadequate implementation and understanding of HRM policy and practice by NUMS on the front line. Further research is required to understand why this phenomenon exists and how it can be remedied.

Work Engagement Among Nurses in Turkish Hospitals: Potential Antecedents and Consequences

This research examined potential antecedents and consequences of work engagement in a sample of nurses employed in hospitals in Turkey. .Data were collected from 224 respondents, a 37% percent response rate, using anonymously completed questionnaires. Engagement was assessed by three scales developed by Schaufeli, Salanova,Gonzalez-Roma, and Bakker (2002): Vigor, Dedication and Absorption. Antecedents included personal demographic and work situation characteristics; consequences included measures of work satisfaction, psychological wellbeing, and perceptions of hospital functioning. The following results were observed. First, engagement, particularlydedication, predicted various work outcomes (e.g., job satisfaction, burnout). Second, engagement, particularlyvigor, predicted various psychological well-being outcomes but less strongly than these predicted work outcomes.Third, engagement only predicted one aspect of hospital functioning; nurses reporting higher levels of dedicationalso indicated a higher quality of patient care. Organizations can increase levels of work engagement by creatingsupportive work experiences (e.g., control, rewards and recognition) consistent with effective human resource management practices .But caution must be exercised before employing North American practices in the Turkish context

Human Resource Practices in the Informal Sector in Cape Coast, Ghana

The human resource is of all resources the most productive, the most versatile, and the most resourceful. Thus an enterprise’s wealth does not depend on the financial and material resources available but rather on the people who make things work. It is therefore important for owners and managers of firms to understand how best to manage this most resourceful – human resource – of the firm. This study examined the human resource practices in the informal sector in Ghana, using the situation in the Cape Coast Metropolis as a case study. The main objective of the study was to find out how the human resources within the informal economy were being managed. Six major informal sector operators were randomly selected. A combination of cluster sampling and quota sampling techniques were applied to generate the sample for the study. The total sample for the study was one hundred and seventy. The results of the study show that human resource management practices within the informal sector enterprises are inadequate and therefore impede the development of the workforce which invariably affects the growth of the enterprises. The findings suggest that assistance programmes that encourage the efficient and effective human resource management practices in the informal sector should be provided. The main limitation of the study is that it could not cover all informal sector enterprises within the Metropolis due to time and financial constraints. In this respect, the interpretation of the results of the study should not be over-generalised.

A Study Of HRMs Response To The Events Of 9/11

The 9/11 terrorist attacks leveled the twin towers of New Yorks World Trade Center, caused serious damage to the Pentagon, and disrupted the national economy. The response by corporate organiza-tions, hardest hit by the events of 9/11, has turned the familiar phrase business as usual into an anachronism. Effective human resource management (HRM) practices are critical for any organization to appropriately respond and recover from catastrophic events, such as those of 9/11. In the aftermath of 9/11, corporate organizations have recognized the need to change many of their HRM practices. Possible explanations for recent changes in HRM practices are twofold: 1) as precautionary measures intended to avert man-made disasters, and 2) to enhance the organizations capability to immediately and effectively respond should a disaster strike. Irrespective of the reasons organizations are changing their HRM practices, they are placing more importance than ever on the need to optimally utilize and safeguard their most valued asset employees. Exploratory research on the initial responses by corporate organizations to the events of 9/11 reveals: 1) that many did not have disaster plans in place, and 2) that an even larger number were poorly prepared to deal with the disasters immediate impact on employees, particularly the negative psychological consequences engendered by such a disaster. This exploratory paper culminates in a proposed HRM Practices Disaster Recovery Diagnostic Tool. This tool would allow an organization to assess the adequacy of their HRM practices in responding to man-made disasters.

Human Resource Management Practices And Organizational Innovation: An Empirical Study In Malaysia

<p class="MsoNormal" style="line-height: normal; text-indent: 0in; margin: 0in 0.5in 0pt;"><span style="font-size: x-small;"><span style="font-family: Times New Roman;"><span style="color: black; mso-themecolor: text1;">With rapid globalization, firms particularly those in the manufacturing sector have to<strong style="mso-bidi-font-weight: normal;"> </strong>continuously innovate for competitive advantage. <span style="mso-spacerun: yes;"> </span>One way to do so is via effective human resource management practices (thereafter termed as HRM). <span style="mso-spacerun: yes;"> </span>The purpose of this study is to examine the relationship between human resource management (HRM) practices and organizational innovation. <span style="mso-spacerun: yes;"> </span>We employed a cross-sectional design with a sample comprised of<strong style="mso-bidi-font-weight: normal;"> </strong></span><span style="color: black; mso-ansi-language: EN-GB; mso-themecolor: text1;" lang="EN-GB">674 large manufacturing companies from six states in Malaysia which were identified as </span><span style="color: black; mso-themecolor: text1;">having a high percentage of innovating companies (Ministry of Science, Technology and Innovation, Malaysia (MOSTI), 2006). <span style="mso-spacerun: yes;"> </span>Our independent variables comprised of </span><span style="color: black; mso-ansi-language: EN-GB; mso-themecolor: text1;" lang="EN-GB">five HRM practices (performance appraisal, career management, training, reward system, and recruitment). <span style="mso-spacerun: yes;"> </span>Three types of organizational innovation (product innovation, process innovation, and administrative innovation) served as our dependent variables. <span style="mso-spacerun: yes;"> </span></span><span style="letter-spacing: -0.05pt; color: black; mso-themecolor: text1;">Our findings provided partial support for our main hypothesis. <span style="mso-spacerun: yes;"> </span>Training alone was found to have a positive and significant effect bon the three forms of organizational innovation. <span style="mso-spacerun: yes;"> </span>In addition, performance appraisal positively and significantly affects administrative innovation. <span style="mso-spacerun: yes;"> </span></span><span style="color: black; mso-bidi-font-weight: bold; mso-themecolor: text1;">Despite the fact that our research framework was partially supported, our study highlights the profound role played by training in stimulating organizational innovation in the context of the manufacturing industry of Malaysia. <span style="mso-spacerun: yes;"> </span>I<span style="letter-spacing: -0.05pt;">mplications of our findings and limitations of the research were discussed. </span></span></span></span></p>

Work engagement among managers and professionals in Egypt

PurposeThe purpose of this paper is to examine potential antecedents and consequences of work engagement in a sample of male and female managers and professionals employed in various organizations and industries in Egypt.Design/methodology/approachData were collected from 242 respondents, a 48 percent response rate, using anonymously completed questionnaires. Engagement was assessed by three scales developed by Schaufeliet al.; vigor, dedication, and absorption. Antecedents included personal demographic and work situation characteristics as well as measures of need for achievement and workaholic behaviors; consequences included measures of work satisfaction and psychological well‐being.FindingsThe following results are observed. First, both need for achievement and one workaholic job behavior are found to predict all three engagement measures. Second, engagement, particularly dedication, predict various work outcomes (e.g. job satisfaction, intent to quit). Third, engagement, again, particularly dedication, predicted various psychological well‐being outcomes but less strongly than these predicted work outcomes.Research limitations/implicationsQuestions of causality cannot be addressed since data were collected at only one‐point in time. Longitudinal studies are needed to determine the effects of work life experiences on engagement.Practical implicationsOrganizations can increase levels of work engagement by creating supportive work experiences (e.g. control, rewards, and recognition) consistent with effective human resource management (HRM) practices. But caution must be exercised before employing North American practices in the Egyptian context.Originality/valueThis paper contributes to the understanding of work engagement among managers and professionals and HRM more broadly in a large Muslim country.

Work engagement among hotel managers in Beijing, China: potential antecedents and consequences

PurposeThis paper aims to examine potential antecedents and consequences of work engagement in a sample of male and female hotel managers employed in Beijing, China.Design/methodology/approachData were collected from 309 respondents, a 90 percent response rate, using anonymously completed questionnaires. Engagement was assessed by three scales developed by Schaufeli, Salanova, Gonzalez‐Roma, and Bakker: vigor, dedication and absorption. Antecedents included personal demographic and work situation characteristics; consequences included measures of work satisfaction and psychological wellbeing.FindingsThe following results were observed. First, organizational level and organizational tenure were found to predict all three engagement measures but in opposite ways. Second, engagement, particularly dedication, predicted various work outcomes (e.g. job satisfaction, intent to quit). Third, engagement, particularly dedication, positively predicted various psychological wellbeing outcomes but less strongly than these predicted work outcomes. Surprisingly, absorption was related to some of these outcomes but in the opposite way.Research limitations/implicationsQuestions of causality cannot be addressed since data were collected at only one point in time. Longitudinal studies are needed to determine the effects of work life experiences on engagement.Practical implicationsOrganizations can increase levels of work engagement by creating supportive work experiences (e.g. control, rewards and recognition) consistent with effective human resource management practices. But caution must be exercised before employing North American practices in the Chinese context.Originality/valueThe study contributes to the understanding of work engagement among managers in a large Confucian country in transition to a market economy.

Competent Production Supervisors

While the manufacturing sector is vanishing in most European and North American regions, northeast Italian firms have successfully contrasted global competition thanks to superior manufacturing capabilities grounded, among other things, on people's competencies. Applying nonparametric statistical analysis on data from 212 behavioral event and 44 repertory grid interviews, the research presented in this note investigates the nature of these competencies for production supervisors in northeast Italian firms. We identify four threshold and nine distinctive competencies and offer insights on the relationship between these competencies and northeast Italian firms’ manufacturing capability. We also suggest how to use competency tools to design skill development policies in industrial clusters and implement effective human resource management practices in small and medium‐sized enterprises.

Welcome to the world of services management

The article discusses the impact of good human resource management (HRM) practices on services management. Services management is traditionally dominated by marketing and operations management although customer satisfaction is closely linked to the design of service organizations and HRM. The major contribution HRM has made to understanding service quality and service delivery has been through a focus on employees who deliver service. Experts say competitive advantage can be achieved by focusing effective HRM practices on superior service quality and delivery.

Effective human resource management practices for foreign firms in Russia

Effective human resource management practices for foreign firms in Russia

HRM: A Management Science in Need of Discipline

Human resource management (HRM), as a subdiscipline of managementscience, is in its infancy. HRMpractices are often utopian in expectation andfail to incorporate a realistic view of existing knowledge bases in the psychological, social, and biological sciences. The HRM discipline relies upon theoretical approaches (e.g., theories of motivation, satisfaction, and performance)which are: 1) almost invariably linear in conceptualization and dependlargely upon correlational evidence, 2) frequently validated within non-representative contexts that are overly constrained by researchers, and3) overly simplistic in that the constraints and patterns imposed by our biological, psychological, and social systems are frequently ignored or assumedto constitute random error within the models. This frequently translates intoHRM practices which map reasonably well onto theory yet fall short of yieldingexpected outcomes. The theories do not match the realties observed. We pointto non-linear dynamics and chaos theory as a way of conceptualizing howcommon HRM practices may translate into observable outcomes. Such anapproach will force managers to pull back from simple reliance on linearpredictions and realize that truly effective HRM practices should be sensitiveto the unique, complex, and less systematically predictable patterns of humanbehaviour.