Human Resource Employee Research Articles

The Role of Line-Managers and Co-workers in Employee Perceptions of HRM

Strategic human resource management (SHRM) research has shown that employees’ perceived human resource (HR) practices, rather than the implemented HR practices as rated by managers, have a larger influence on employees’ behavior and outcomes. This highlights the importance of studying employee perceptions of HR practices. However, despite the acknowledgment given to employees as key recipients of HRM, we still have a limited understanding of what factors explain and influence employee perceptions of HRM. Accordingly, the papers in this symposium aim to shed light on (a) the role of coworkers in influencing employee perceptions of HRM, and (b) the role of line-managers in influencing employee perceptions of HRM. Collectively the papers suggest that coworkers and line-managers play an important role in how employees experience HR practices. Stories they Tell: Understanding Co-workers as Sculptors of Employee Perceptions of HRM Practices Presenter: Sargam Garg; California State U. Sacramento Line-Managers and Employee Perceptions of High Performance Work Systems: A Psychometric Analysis Presenter: Jianmin Sun; School of Labor and Human Resources, Renmin U. of China Presenter: Lu Xing; Hunan U. Antecedents of Employee Perceptions of HR Practices and its Impact on Affective Commitment Presenter: Aneeqa Suhail; Human Resource Studies, Tilburg U. Presenter: Cecil Meeusen; KU Leuven, Centre for Sociological Research (CeSO) Presenter: Trui Steen; KU Leuven Faculty of Social Sciences Presenter: Jeske Van Beurden; Tilburg U. Do Managers and Employees See Eye to Eye? The Relation between HR Perceptions and Employee Outcomes Presenter: Jeske Van Beurden; Tilburg U. Presenter: Karina Van De Voorde; Tilburg U. Presenter: Marc Van Veldhoven; Tilburg U. Presenter: Kaifeng Jiang; Ohio State U.

Pengaruh Pengembangan Sumber Daya Manusia dan Kemampuan Kerja terhadap Peningkatan Kualitas Produksi di TV Sumsel

This study aims to analyze the effects of human resource development and work ability on improving the quality of production on TV Sumsel Palembang. Samples were selected using the saturated sample technique. Data of 60 respondents were collected through a questionnaire and analyzed employing the multiple linear regression method. The results of the investigation exhibit that partially each human resource development and work ability has a significant effect on increasing the quality of production. These empirical findings can provide benefits for TV Sumsel Palembang. The leader of the company should optimize human resource development and employee work abilities factors to improve production quality

The impact of human resource practices on employee retention: A study of three private higher educational institutions in the United Arab Emirates

Orientation: Human resource (HR) practices have a significant impact on building the perceptions that define the relationships between employees and employers. Hence, it is imperative to develop further knowledge on how these HR practices impact employee retention within the higher education context.Research purpose: The purpose of this study was to examine the relationship between various HR practices and employee retention in an organisation. The article also investigates the effect of HR practices across employees of various demographic backgrounds, such as citizens and expatriates.Motivation for the study: The limited research was conducted on employee retention in higher education despite the fundamental role that higher education institutions play in driving innovation, developing knowledge capital and research and development.Research design: Descriptive statistical analysis and multiple regression analysis with a sample size of 270 employees working across three higher education institutions in the United Arab Emirates (UAEs).Main findings: The findings showed that HR practices can improve employees’ retention, with moderate positive perceptions amongst UAE citizens, but an unsatisfactory level of perception and effect of human resource practices amongst expatriates.Practical implications: The results indicate a difference in the effects of HR practices across various demographics within the same the section. Hence, HR management should be looking at a unification of HR practices to obtain unified results in loyalty, commitment and employee retention.Contribution: However, the results also indicated that this gap in employees’ retention can be minimised by improving on empowerment and compensation and benefits, with even more enforcements of training.

Human Resource Practices and Employee Performance: Mediating Role of Work Engagement and Training Sessions

The current study is an empirical evaluation of Human Resource (HR) practices on employee Performance within Pakistani organisations via the mediating role of work engagement and training sessions as they are conducted to enhance their performance in line with human capital theory. For the research, data was collected from 259 employees and HR managers from Pakistan manufacturing and service sector through self administered questionnaires. Moreover, two statistical software, SPSS and AMOS, have been employed for data analysis. The results have depicted a positive association between HR practices and the performance of employees. In addition, the study has revealed that work engagement and training sessions significantly mediate HR practices and employee performance. The study also emphasises manager development and gives credence to the implementation of HR practices which boost employee working passion. Consequently, these practices prove the instrumentality of training sessions in organisations. Employee productivity is improved through training sessions as well as work engagements. This research model is mainly the first to be studied within Pakistan with mediating role of training sessions and work engagements, keeping human capital theory at the centre.

How business strategy drives human resource practices in small and medium enterprises? Evidence from Pakistani autoparts industry

PurposeIn large enterprises, the notion is that an organization’s business strategy is a significant determinant of its human resource (HR) practices. However, there is limited evidence in the literature of such linkages for small and medium enterprises (SMEs). The purpose of this paper is to examine the nature and extent of the relationship between the types of business strategies used and HR practices, namely, staffing, training and employee relations among SMEs.Design/methodology/approachThe authors have collected data from 168 SMEs manufacturing autoparts and purposively chosen three SME case studies to derive in-depth observations of business strategies and HR practices. Quantitative results from the survey indicate that these SMEs exhibit a logical relationship between the strategic posture of the SMEs and their adopted HR practices.FindingsThis study illustrates that SMEs operating in the risky and lesser developed labor markets of a lower-income country such as Pakistan adopt certain practices that differ considerably from firms operating in more competitive automotive markets using highly skilled labor. The findings suggest that there is a significant potential to be realized through strategically managing HR practices to achieve sustainable competitive advantage.Practical implicationsEducation of supervisors and management and suitable skill level of labor in tandem with continuous cutting edge industrial training appear to be the most successful business strategy followed by Prospector and Analyzer SMEs. For greater efficiency they need to have dedicated HR management, and financial and auditing services. Meanwhile, public sector entities as well as representative business bodies need to provide targeted practical technical and financial training and assistance to strengthen Defender and Reactor SMEs and improve their range of outputs.Originality/valueThis study contributed to the SMEs’ management literature in the context of Pakistan because there are very few studies that have examined the impact of business strategy on the HR practices in SMEs manufacturing autoparts in the automotive industry of Pakistan. The case study approach captures detailed insights and identifies the areas where the SMEs in developing countries perform differently than the SMEs in developed countries.

Labor market participation for employees with disabilities: a cross-organizational review in India

This paper aims to review the current state of workplace inclusion of employees with disabilities in India. Specifically, this work uses the human resource (HR) practices to examine how employees with disabilities are accommodated and integrated with the non-disabled workforce in organizations. A qualitative research design was adopted. Interview responses were collected from HR heads and employees with disabilities in sixteen organizations of foreign multinationals, Indian multinationals and Indian start-ups operating in India. This study found that the disability inclusion practices and programs, social and professional networking opportunities, and career development factors of employees with disabilities vary across different types of studied organizations. The country specific context becomes relevant for the implementation of disability inclusion initiatives. The findings are relevant to HR executives, who are entrusted with the responsibility of accommodating employees with disabilities. This paper serves as a guiding principle for rolling out initiatives targeted towards employees with disabilities.

DIGITALIZATION OF WEBSITE-BASED KNOWLEDGE MANAGEMENT AT THE CLASS I IMMIGRATION OFFICE OF TPI CILACAP

Technological developments have made the use of information technology currently widely applied in the service process, but not only for public services, but also for internal immigration offices. Knowledge management must be applied to employees for refreshment and to carry out rotations, mutations to increase employee Human Resources and the competency level of employees. The process of employee rotation, employee transfer, and recruitment of new employees that is not matched by adequate knowledge management can result in a lack of competence of employees when transferred. The implementation of technological developments and knowledge management provides an overview of website-based application design at Cilacap Immigration Office using the waterfall model SDLC method. The result of this research is a prototype of employee knowledge management application, which contains employee knowledge and employee performance objectives or SKP.

Employee psychological conditions as mediators of the relationship between human resource management and employee work engagement

Employee work engagement is an asset valued by today’s organisations, not only as an indicator of well-being at work but also because it improves both employees’ work performance and organisational performance. Knowing how employee work engagement can be fostered in the firm is therefore a subject of great interest to both academics and managers, but few studies have examined how organisational interventions positively affect employee work engagement. In this research, we focus on the relevance of organisations’ human resource management to promote high levels of engagement among their employees. The theoretical framework guiding our research, Kahn’s (1990) model, provides interesting insights into the mechanisms through which human resource management influences employee work engagement. By testing a multilevel model based on matched data from a sample of 146 HR managers and 504 employees in Spanish companies, our analyses show that high performance work systems have a positive influence on work engagement through the employee psychological conditions of meaningfulness, psychological safety and psychological availability.

The bias blind spot among HR employees in hiring decisions

Research on human resources (HR) indicates that many biases (e.g., halo effect, confirmation bias, stereotyping bias) affect decisions taken by HR employees. However, it remains unclear whether HR employees are aware of their susceptibility to bias. To improve understanding, this study examines the “bias blind spot” phenomenon, the tendency of individuals to believe they are less likely to be biased than their peers. This quantitative survey among 234 HR employees in Switzerland measured the bias blind spot on seven interview biases in recruitment decision-making. The study shows that participants rated the average HR colleague as more susceptible to bias than themselves. Furthermore, male HR employees partly showed a greater bias blind spot than female HR employees. These findings contribute to behavioral research in HR and offer practical insights.

Why benefiting from discrimination is less recognized as discrimination.

Discrimination continues to plague society, creating stark inequities between groups. While existing work has considered the role of prejudice in perpetuating discrimination, we draw on emerging research on privilege and inequity frames to offer an overlooked, complementary explanation: Objectively discriminatory decisions that are described as favoring, compared with disfavoring, are less likely to be recognized as discrimination. We further theorize this is because favoring decisions are perceived to be motivated by positive intentions. We find support for our hypotheses across eight studies. First, using both qualitative (Studies 1a-b) and experimental approaches (Studies 2-7), across a range of discrimination contexts including race, sex, nationality, and age, we find that inequity frames affect perceptions of discrimination. Further, we find that even human resource employees are less likely to recognize discrimination when described as favoring (Study 3), in turn affecting their reporting behaviors: They are less likely to report potentially discriminatory decisions for review. Next, sampling language from U.S. Supreme Court cases, we find that people support litigation less when discrimination uses a favoring frame, versus disfavoring frame (Study 4). Then, we find that this pattern is driven by inequity frames shaping perceived intentions, rather than perceived harm (Studies 5-6). Finally, we find some evidence that inequity frames regarding a discriminatory decision committed by an organization may affect candidates' job pursuit behaviors (Study 7). This work contributes to a nascent perspective that advantaging mechanisms are critical for creating group inequity: given individuals are less likely to recognize favoritism as discriminatory, favoritism may especially contribute to the persistence of inequity. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Problem-Solving and Tool Use in Office Work: The Potential of Electronic Performance Support Systems to Promote Employee Performance and Learning.

In the context of office work, learning to handle an Enterprise Resource Planning (ERP) system is important as implementation costs for such systems and associated expectations are high. However, these expectations are often not met because the users are not trained adequately. Electronic Performance Support Systems (EPSS) are designed to support employees’ ERP-related problem-solving and informal learning. EPSS are supposed to enhance employees’ performance and informal workplace learning through task-specific and granular help in task performance and problem-solving. However, there is little empirical research on EPSS. Two survey studies addressed this research gap. In the first study, 301 people working in Human Resource (HR)-related positions and functions evaluated the learning potential of EPSS as well as potential advantages and obstacles concerning the implementation and use of EPSS. Though other measures are currently assessed as more important for learning, HR employees expect a strong increase in the significance of EPSS for employee learning. In the second study, 652 users of ERP software completed a questionnaire on characteristics of their daily work tasks, team characteristics, individual dispositions, their coping with ERP-related problems, and characteristics of EPSS. Findings indicate that the most frequently available and used approach when dealing with an ERP-related problem is consulting colleagues. Three EPSS types can be distinguished by their increasing integration into the user interface and their context-sensitivity (external, extrinsic, and intrinsic EPSS). While external and extrinsic EPSS are available to many users, intrinsic EPSS are less common but are used intensively if available. EPSS availability is identified to be a strong positive predictor of frequency of EPSS use, while agreeableness as well as the task complexity and information-processing requirements show small negative effects. Moreover, more intensive ERP users use EPSS more frequently. In general, ERP users value, features such as context-sensitivity, an integration of the EPSS into the ERP system’s user interface, the option to save one’s own notes, and information displayed in an extra window. It is expected that EPSS will play an important role in workplace learning in the future, along with other measures.

Study on Human Resource Management Practices on Job Performance: With Special Reference to University Libraries in Sri Lanka

Human resources are the important assets of the organization to achieve its goals and objectives. To achieve overall operations, Human Resource Management Practices have become major role in the working area. The objective of the study is to identify the impact of human resource management practices on employees’ job performance in university libraries. The population of this study is all the Library Information Assistants of the all-state universities in Sri Lanka. Out of seventeen universities, only four state universities in the Northern and Eastern Provinces of Sri Lanka were selected as sample for this study by the adoption of convenient sampling method. The questionnaire was administered to collect the data. The response rate was about 94% of total questionnaires distributed. SPSS was used for the data analysis. It was found that human resource management practices indicate significantly positive relationship between employees’ job performance in the university libraries in Sri Lanka. Each variables obtained this correlation scale such as Recruitment and selection (r = 0.496, p =0.000), Compensation (r=0.683, p=0.000), Training (r=0.690, p=0.000). In the regression analysis, it was revealed that there seems a significant impact between human resource management practices and employees’ job performance. Recruitment and selection (fi=0.267, p=0.022), compensation (fi =0.410, p =0.000), Training (fi=0.683, p = 0.000). There was a strong positive relationship obtained employees’ job performance and training (r = 0.690, p = 0.000) and minimum relationship obtained recruitment and selection (r = 0.496, p= 0.000). It can be concluded that recruitment and selection, compensation, and training impact on employees’ job performance of library information assistants of the university libraries in Sri Lanka. University libraries in Sri Lanka can improve whole universities’ performance, students’ satisfaction, and achieve the targeted performance.

Work Performance and Stress Alleviation in Hospitality Services

The study's goal was to investigate the dynamics of workplace stress and its influence on the job performances of hospitality professionals. The hospitality sector mainly relies on services that encompass hygiene and quality rendered to the customers. Marketing of services rather than sale of products may entail large quantity of work. Increased work task fuels high responsibility and stress on the employees. Ultimately, it fosters more work pressure and directly causes depression, anxiety, strain, sleep disorders and disruptions in peace of mind of employees. This study comprises a sample of 373 employees in hospitality sector. Convenience sampling technique was employed besides a design that was descriptive in approach. Interview schedule was employed for data collection. Job dynamics such as regular tasks, human resource strategy, employee benefit, work atmosphere, supervisor support, and relations with associates have a substantial influence on the job performance of hospitality staff. Furthermore, stress coping strategies were observed to be effective for employees working in hospitality sector.

Entrepreneurial Capability, Career Development, and Entrepreneurial Intention: Evidence From China's HR Survey Data.

Based on 2018 China's Human Resource Employees Survey Data, this study uses the probit model to examine the impact of entrepreneurial ability and career development on HR's entrepreneurial intention. In terms of entrepreneurial ability, the results show that the educational background of Human Resource Management, cross-disciplinary knowledge, job-hopping experience, and the number of subordinates have significant positive impacts on HR's entrepreneurial intention. In terms of career development, lack of promotion space, skill upgrading opportunities, and lower than expected income have significant positive impacts on HR's entrepreneurial intention, and these impacts are heterogeneous among different enterprises. This study suggests that potential entrepreneurs can be identified from the explicit characteristics, which reflect HR's entrepreneurial abilities, and it is necessary to face up to the influence of career development on HR's entrepreneurial intention and encourage them to participate in on-the-job entrepreneurship. This study suggests that HR's entrepreneurial ability should be regarded as an important starting point for entrepreneurial success, and it is necessary to improve HR's career development system to create more opportunities for on-the-job entrepreneurship, and government should implement differentiated and precise entrepreneurial support policies to encourage HR's entrepreneurship.

How to Develop Diversity Management Competencies in the Private Sector in Saudi Arabia

This study identifies factors, which stimulate and develop diversity management competency within Saudi Arabia’s private sector. A quantitative exploratory approach is adopted here, in which 210 interviews were conducted with human resources management teams and employees in private Saudi enterprises across different sectors of activity: health, education, oil, and financial. The data collected was analyzed using AMOS 24. Based on the results, a research model was constructed in which three main determinants of diversity management competency were identified for the success of diversity management: leadership competencies (cognitive and communication); empowerment; and diversity training. The results show that there is complementarity between those factors, but that leadership diversity competencies are the most important, and especially the cognitive aspect. Added to this is diversity training, which affects diversity awareness and inclusiveness. It is concluded that factors related to the internal development of diversity management competency are cultivated and constructed. The research model can help managers in developing diversity management competencies to generate successful diversity management processes. Due to the limited literature on diversity management in general and for Saudi Arabia especially, this research enriches the existing literature. The model developed here can guide directors of multinationals based in Saudi Arabia and facilitate the implementation of diversity management for Saudi-owned companies who intend to adopt diversity management initiatives as a solution for development. This research is important for both theoretical and operational approaches, defining a critical aspect of diversity management through the definition and development of an interesting tool: diversity management competencies. The development of such competencies may be of benefit for organizations in more easily facing and managing diversity.

The role of human resources management in organizational perspective

This research aims to determine the role of human resource management in organizations. This research uses a literature review method. From the discussion, it can be concluded that human resource management has three functions, namely managerial functions, operational functions, and functions to achieve organizational goals in an integrated manner. Meanwhile, the duties of human resource management are staff procurement, human resource development, compensation management, occupational safety and health, labor relations, and industrial relations. The main objective of human resource management is to increase the contribution of human resources (employees) to the organization. It can be understood that all organizational activities in achieving its goals depend on the humans who manage the organization. Therefore, employees must be managed properly so that they can assist the organization in achieving the organizational goals that have been determined. To achieve the objectives of human resource management carried out by HR managers, and managers on all lines of the company and outsourcing.

A Human Resource Demand Forecasting Method Based on Improved BP Algorithm.

Human resources are the first resource for enterprise development, and a reasonable human resource structure will increase the effectiveness of an enterprise's human resource input and output. The reality is that even if an enterprise designs a human resource allocation plan in accordance with the corporate strategy, it is impossible for the enterprise to operate in full accordance with the plan during the operation process, so the human resource allocation plan only reflects the law of the enterprise's human resource needs during the enterprise development process. Giving effective guidance to the specific work of human resources is difficult. It is impossible to carry out effective human resources structure adjustment to adapt to changes in human resources demand due to changes in corporate tactics, business, scale, and other factors, especially when the current domestic human resources market has not yet fully formed. This paper examines the impact of key factors such as the company's business growth scale and production efficiency improvement on human resource needs with the goal of improving team structure, optimizing staff allocation, controlling labor costs, and improving efficiency and benefits. In this paper, we attempt to develop a human resource demand forecasting model based on business development and economic benefits and guided by intensive human resource development. We analyze and forecast the enterprise's total human resource employment, personnel structure, and quality structure using this model. In light of this, this paper employs an improved BP neural network to construct a human resource demand forecasting system, resulting in a new quantitative forecasting method for human resource demand forecasting with strong theoretical significance. Simultaneously, the human resource demand forecasting system developed can enable enterprises to carry out personnel demand forecasting from the actual situation, making forecasting more applicable, flexible, and accurate, allowing enterprises to realize their strategies through reasonable human resource planning.

Strategi Pemberdayaan Sumber Daya Manusia di MTs Nurul Huda Sedati Sidoarjo

Competition in the world of education that is getting tighter has resulted in several educational institutions being abandoned by their customers, resulting in a merger between educational institutions, with conditions like this, educational institutions must make breakthroughs and innovations to maintain the existence of the educational institutions they manage and to face the competitive climate through empowerment. human resources in a well-planned manner. In the scope of education, strategy is the most concern for achieving madrasa goals. One of the strategies or efforts that can be done to maintain the existence of madrasas is through the empowerment of human resources. In this case, human resources are the key to success in formulating a good strategy. Therefore, the organization's strategic plan must be systematically prepared. The Human Resources Empowerment Strategy aims to create human resources (teachers, employees and related stakeholders) who have competence in their fields of expertise, authority, and responsibility. This study aims to describe the strategy of empowering human resources in Madrasah Tsanawiyah Nurul Huda Sedati, Sidoarjo.
 This study uses a qualitative research approach, the type of descriptive research with data collection techniques of observation, interviews and documentation. The data analysis process uses data reduction, data presentation and conclusion drawing. As well as the validity of the data using source triangulation
 The results of this study explain that the empowerment of human resources is carried out through the following processes: (1) determining human resource needs (2) selecting human resources to be empowered (3) making clear configurations and rules (4) implementing, guidance or workshops (5 ) provide encouragement and motivation to always develop.
 
 Keywords: Strategy, Human Resource Empowerment

Construction and validation of an instrument to measure workplace bullying

PurposeThis paper aims to develop and test an instrument to measure workplace bullying in the Thai context.Design/methodology/approachThe research has three phases. Phase 1 involved the development of an instrument and constructs/items as well as testing of content validity and reliability. Phase 2 used exploratory factor analysis to identify the appropriate constructs and items to be included in the instrument. Phase 3 consisted of confirmatory factor analyses to confirm that the measurement instrument built in this research is effective for measuring workplace bullying. Data were collected through interviews of experts and stakeholders in human resource (HR), and through online questionnaires completed by 340 HR employees in Thailand.FindingsResults revealed that workplace bullying can be classified into three types: work-related bullying, personal-related bullying and physical-related bullying. Findings confirmed the constructs using theoretical concepts and empirical evidence with values of χ2 = 120.473, df = 98, p = 0.061, χ2/df = 1.229, goodness of fit index = 0.961, adjusted goodness of fit index = 0.938, Tucker-Lewis Index = 0.992, comparative fit index = 0.994 and root mean square error of approximation = 0.026.Research limitations/implicationsThe findings of this study add further knowledge to the field of organizational behaviour and could be valuable for developing management theories regarding building an effective work climate. The three types of workplace bullying (work-related, personal-related and physical-related bullying) can be studied as independent, dependent or mediating variables that can both influence and mediate. Results can be used to explain behavioural aspects of workplace bullying in clear and accurate terms.Practical implicationsThe developed instrument can accurately measure levels of workplace bullying behaviours of employees in different organizations with high levels of validity and reliability. Results can be used to develop interventions and guidelines for managing or reducing workplace bullying of employees. The instrument can also be used as a research tool for further studies of bullying behaviour.Social implicationsDiversity, equality and sustainability are characteristics of organizations that have developed an effective and happy work culture. Allowing workplace bullying to occur can negatively affect such a productive organizational climate. Therefore, the research findings have social implications in terms of their ability to monitor workplace, as well as community bullying.Originality/valueThe instrument to measure workplace bullying was developed and improved by blending Western concepts with interview data about workplace bullying behaviours experienced by HR employees in Thailand. The instrument can facilitate the measurement of employee bullying levels in companies and can contribute to future studies of bullying behaviours in organizations or workplaces.

Interactive relationship between China’s industrial structure and human resources employment structure

This study aims to understand the relationship between China’s industrial structure and human resources employment structure. This paper reviewed the relevant data from the China Statistical Yearbook, China Population and Employment Statistical Yearbook between 2010 and 2019 and quantitatively analyzed the interrelationship between the two using the CORREL function, employment elasticity coefficient, and employment structure deviation coefficient. Results indicate that the two have a strong correlation, but the coordination is poor; from the perspective of stimulating economic effect on employment, the total employment elasticity coefficient of the three industries is primarily positive, but the absolute value is close to 0. The synchronous inspiring effect of economic growth of various industries on employment is not apparent. In terms of equilibrium, the degree of structural deviation of the primary industry fluctuated between –0.70 and –0.75 each year, and the degree of structural deviation of the secondary industry has always hovered around 0.4. Although the degree of structural deviation of the tertiary industry was stable overall, mainly in some years, the deviation coefficient was still higher than 0.2, and the degree of imbalance between the economic development of various industries and the employment structure is more severe.