Human Resource Function Research Articles

Human Capital Resource Orchestration: Does Human Resource Function Really Matter?

What’s the role of functional managers in resource orchestration, if any? Drawing on the resource orchestration literature, we propose that functional managers who can closely communicate with mult...

Human Resource Management, Entrepreneurial Behavior, and Unit Performance in a Retail Context

We explore how the human resource function facilitates an internal capability to develop corporate entrepreneurship. Drawing on self-determination theory, we examine the processes through which ini...

Building Resilient and Meaningful Enterprises with the Sustainability Lens

The Sustainability Lens is a paradigm that combines indigenous knowledge, permaculture, solidarity economy and Circles of Sustainability into a four-quadrant tool that works with the Business Model Canvas to build more fun and sustainable solutions into every aspect of one’s enterprise – from start-ups to seasoned industry. It highlights the supply chain, human resource function, product development, marketing and customer relations and compliments approaches such as Lean Launchpad for innovation and Blue Ocean Canvas for value creation.

Effect of Devolution on the Performance of Human Resource Function in Health Sector in Kenya: The Case of Garissa County

The declaration of a new constitution of Kenya on 31st August 2010 successfully made two levels of government; the national and county governments. Establishment of health services is one of the tasks that were devolved to the county. Devolution of health functions was meant to enhance access to more-fair and top-notch health services to the Kenyan citizens. This study sought to analyze the effect of devolution on human resource performance in healthcare sector in Kenya with special focus on Garissa County. The study specific objectives included to; examine how devolution has affected recruitment of health care staff in Garissa County; to analyze how devolution has affected training of health care staff in Garissa County. The study was guided by new public management theory. The study employed a descriptive research design to examine the effect of devolution on human resource performance in healthcare sector in Kenya. The target population was the healthcare workers with management portfolios and the sample population was 184 respondents which were arrived at using stratified sampling method. Both primary and secondary data were accessed. A questionnaire was used to collect primary data. Descriptive proportions of the respondents and their cadres were derived. Qualitative data was analyzed thematically, while quantitative data was analyzed using descriptive statistics and regression analysis. The findings were presented using tables and charts. The study found out that devolution has affected human resource performance in healthcare sector in Garissa County. The study established that lack of proper methods of recruitment of health care staff; lack of training of health care staff and application of ineffective methods of procurement of medical facilities hindered the performance of health care staff in the County. The study drew conclusion that the major effect of devolution on human resource performance in healthcare sector in Kenya; a case of Garissa County includes; recruitment of health care staff; training of health care staff and procurement of medical facilities. The study recommended that the County government should employ effective employee recruitment methods by hiring staff with technical expertise in health services delivery; the County government should also allocate and efficiently distribute enough financial resources to fund the recruitment exercise; the recruited staff should be better remunerated in order to improve their level of motivation and job satisfaction. The study further recommended that the County government should implement an effective and continuous employee training and development programmes on health care services delivery in the County. The County government should source and hire qualified doctors; employ enough and qualified nurses; hire enough and qualified support staff and give emphasis on hiring very experienced medical staff as lead trainers on health care services delivery in the County. The County government should adhere to all public procurement regulations in Kenya like public procurement and disposal act. The procurement methods should ensure that there is availability of medical facilities; there is a sufficient medical facility and there is high reliability of procured medical facilities in all regions in the County.

Assessing the relationship of the human resource, finance, and information technology functions on reported performance in hospitals using the Lean management system.

Given pressures to control costs and improve quality of care, one of the most prevalent transformational performance improvement approaches in health care is Lean management. However, the roles of support functions such as human resource (HR), finance, and information technology (IT) in Lean management and the relationships of these support functions with performance are unknown. The aim of this study was to examine the relationships between the HR, finance, and IT functions, overall Lean implementation, and self-reported performance improvement in hospitals that have implemented Lean. Data from a national survey of Lean in U.S. hospitals (N = 1,222; 847 reported using Lean) were analyzed using multivariable regression and bootstrapped mediation analysis. The extent to which HR, finance, and IT functions support Lean management was measured using indices including six, three, and six items respectively. Lean implementation was measured by the number of units doing Lean (up to 29) and by a four-level self-reported maturity scale. Performance improvement was measured using an index of self-reported achievements (ranging from 0 to 16). There were significant positive associations between Lean HR, finance, and IT functions and self-reported performance impact (controlling for organizational and market variables). Tests of mediation indicated that the associations of HR, finance, and IT functions with self-reported performance were significantly mediated by the number of Lean units (mediated proportion ranging from 40% to 73%), and HR function was also mediated by self-reported maturity (61% mediated). There were no moderating effects. HR, finance, and IT functions are positively associated with self-reported Lean impact on performance and primarily explained by the overall degree of Lean implementation. Efforts to align HR, finance, and IT functions with overall Lean implementation can help to ensure that frontline caregivers and managers have the data and skills required to meet transformational improvement goals.

Corporate Sustainability Initiatives in Gender Equality: Organizational Practices Fostering Inclusiveness at Work in an Emerging-Market Context

The objective of this paper is to explore through in-depth interviews the reasons why diversity management initiatives targeting women is an important strategic management issue for companies. Interviewed are the human resource managers of two of Turkey’s leading business groups: a manager from the HR department of one of Turkey’s largest banks and the deputy general manager of a non-governmental organization. The evidence suggests that these firms exercise carefully honed policies aimed at fostering gender equality and to that end engage in a variety of activities targeting various human resource functions. Their motives appear to be to reinforce their corporate image, enhance employee satisfaction, and reap such anticipated rewards as greater productivity and increased innovation capability. The importance of company leadership is underlined as an antecedent to the adoption of gender-equality focussed diversity management. The study may have important implications for building sustainable corporate brands, especially in the emerging-market context.

Efficacy of E-recruitment Practices on Employee Retention in Multinational Corporations

Abstract Research Purpose. The human resource function of firms is faced with the challenges of identifying recruitment practices that contribute to employee retention as a recruitment outcome. The aim of the study was to examine the relationship between E-recruitment practices and employee retention of multinational corporations (MNCs) in Nigeria. Design/Methodology/Approach. Two research questions were posed for the study and two hypotheses formulated in line with the objectives. Questionnaires were administered to the selected population of the Unilever Nigeria Plc. Corporate websites and commercial websites sites were the E-recruitment practices used to analysed their influence on employee retention. The data were analysed using manual and electronic based methods through the data preparation grid and statistical package for the social science, (SPSS). The study made use of statistical tools such as regression analysis in testing hypothesis and analysis of variance (ANOVA), which helped in the interpretation of results. Findings The research use analysis to estimate trends that corporate websites and commercial websites were significant in explaining employee retention. The results of this study confirm existing literature that argues for a positive relationship between the two variables. The results also portray that human resource managers should have an understanding of the relationship between E-recruitment practices and employee retention. Originality/Value/Practical implications. The study seeks to contribute to existing literature on E-recruitment practices and employee retention. The practical justification would be useful to human resource practitioners by making them aware of the current E-recruitment practices and the impact of its implementation to a firm’s level of employee retention

The Measurement of Human Resource Based on Value Engineering

Based on value engineering, the cost and function of human resource are analyzed in this paper. Then, the paper puts forward the measurement model of human resource integrating costs and corresponding function, i.e. comparing the cost with the discounted return of corporation and the weight of particular kinds of human resource in a specific year. In addition, several approaches to the enhancement of the efficiency of H&R investment are discussed.

Green Organizational Culture: A Review of Literature and Future Research Agenda

Due to climatic changes across the globe, alignment of processes and products according to international environment standards is a rising concern for business stakeholders. Though this reform process to minimize environmental impact is occurring across different industries and countries but at a varying pace. Therefore, environmental management is still naïve and often compromised. If it is left unaddressed, it would lead to massive protests and social movements in future which will be messy to deal with, since climate change is occurring at an alarming pace. Moreover, the environmental consciousness is rising among masses, it is inevitable to deceive stakeholders for long time in this information era where controlling information is impossible. Corporate scandals and information/data leaks regarding greenwashing can lead to social protests and corporate defamation. Although in most of the countries environmental reporting is not a legal requirement however it is a societal requirement in different communities. Organizations use obfuscation eco-friendly claims, vague visual imagery, selective disclosure of corporate reports, and misleading communication modes to intentionally portray false environment-friendly claims of poor environmental performance to maintain positive social image by deceiving stakeholders. These symbolic strategic practices have stark difference with the real environmental impact. human resource managers and employees play significant role in developing and implementing such environment friendly organizational culture. Therefore, human resource function can facilitate by designing systems to build green organizational culture in organizations. In this research paper the pre-existing literature on green organizational culture in organizations is be reviewed, since in the last decade many researches were conducted on this issue. This review will give a holistic view of existing literature to the future researchers and will help them to identify research gap. Moreover, it will help practitioners and decision makers in knowing the advantages and disadvantages of green culture in organizations, so that they will understand whole impact of opting it.

The Changing Nature of the Human Resource Function: Challenges and Opportunities in Achieving High Performance through Contemporary HR Practices

The Changing Nature of the Human Resource Function: Challenges and Opportunities in Achieving High Performance through Contemporary HR Practices

Can Analytical Mindset Save HR from Voodoo Practices?

Be it employee recognition or goal setting, human resources function is based on proven research. However, of late it has been overrun by fads and best practices. Voodoo HR is looking at companies from a totally different milieu and copying practices that worked for them. ‘Great place to work’ and ‘leadership development’ are but two of the trends that have swept organisations. Every organisation is unique in terms of culture, values and the business challenges they face. A ‘catch all’ approach based on industry practices may not be a panacea for all such challenges. To be meaningful, human resources should return to their own evidences and analytics to solve the unique problems of their companies. It is not an easy path and it may be the ‘in’ thing to go with the fad of the moment, but ultimately solving the unique challenges gives HR a leverage that fads don’t.

People analytics and the rise of HR: how data, analytics and emerging technology can transform human resources (HR) into a profit center

PurposeEmployee and workforce insights are the greatest competitive advantage for organizations dealing with the disruption and uncertainty driving dramatic changes in today’s workplace. Embedded in this is the growing expectation of the human resource (HR) function to understand how workforce analytics informs the business and fuels success. This paper aims to explore how the HR function can achieve this.Design/methodology/approachThe evolution of the “Future of HR” and how it is moving from “descriptive and diagnostic” to “prescriptive and predictive.”FindingsAccording to KPMG’s 2019 Future of HR survey: 37 per cent of respondents feel “very confident” about HR’s actual ability to transform and move them forward via key capabilities such as analytics and artificial intelligence (AI). Over the next year or two, 60 per cent say they plan to invest in predictive analytics. Among those who have invested in AI to date, 88 per cent call the investment worthwhile, with analytics listed as a main priority (33 per cent). Despite data’s remarkable ability to deliver news insights and enhance decision-making, 20 per cent of HR believe analytics will be a primary HR initiative for them over the next one to two years, and only 12 per cent cite analytics as a top management concern.Research limitations/implicationsTaking a page from meeting customer needs, innovative technologies such as AI and the cloud, data analytics can give an organization the potential to gather infinitely greater amounts of information about customers.Practical implicationsToday’s workforce analytics focuses mostly on what happened and why. For instance, you might have tools for identifying areas of high turnover and diagnosing the reasons. But thanks to advancements in technology and data analytics capabilities, HR is better-positioned to be the predictive engine required for the organization’s success.Social implicationsThere has never been a better time for HR to create greater strategic value, as the potential for meaningful workforce insights and analytics comes within reach. Even advancements in cloud-based systems for human capital management are coming packaged with analytics and visualization capabilities, enabling HR leaders to integrate people data with other data sources, such as customer relationship management, for a full view of the business.Originality/valueThis paper will be of value to HR leaders and practitioners who wish to use predictive analytics and emerging technology to drive performance improvement and gain the insights about their workforces.

Diversity management as a strategic human resource agenda: critique and roadmap

Purpose The paper’s premise is based upon the finding that organisations have not been able to optimally harvest the diversity dividend in the absence of proper integration with strategy. The paper aims to address this gap in practice by proposing a framework. Design/methodology/approach A critical analysis of the diversity literature is conducted. Findings Multi-level, conceptual linkages with employee performance are derived and a five-point implementable agenda is outlined for the strategic human resource function. Originality/value This paper highlights for the practitioner, the value of having a structured approach to diversity management.

The impact of emerging technologies on work: a review of the evidence and implications for the human resource function

Popular media suggests that technological advancement will continue to have a dramatic effect on work, but it is difficult to distinguish between the hype surrounding this and the actual potential impacts. This study examines what the evidence is in relation to the impact of emerging technologies on work and the role of the human resource (HR) function in helping employees and organisations to navigate these changes. Evidence suggests that the latest technologies, such as artificial intelligence and robotics, are being employed by organisations to automate simple and repetitive tasks as well as to make complex decisions quickly and more accurately via predictive algorithms. In addition, emerging technologies are increasingly being used to support the implementation of more flexible working practices such as virtual work and gig work. However, this will present a number of challenges for HR professionals, who will need to help employees to update their skills to compete in the future world of work, and to find ways to address the possible negative effects of increased connectivity and precarious working arrangements on employee wellbeing.

The impact of emerging technologies on work: a review of the evidence and implications for the human resource function

Popular media suggests that technological advancement will continue to have a dramatic effect on work, but it is difficult to distinguish between the hype surrounding this and the actual potential impacts. This study examines what the evidence is in relation to the impact of emerging technologies on work and the role of the human resource (HR) function in helping employees and organisations to navigate these changes. Evidence suggests that the latest technologies, such as artificial intelligence and robotics, are being employed by organisations to automate simple and repetitive tasks as well as to make complex decisions quickly and more accurately via predictive algorithms. In addition, emerging technologies are increasingly being used to support the implementation of more flexible working practices such as virtual work and gig work. However, this will present a number of challenges for HR professionals, who will need to help employees to update their skills to compete in the future world of work, and to find ways to address the possible negative effects of increased connectivity and precarious working arrangements on employee wellbeing.

Digitization of Human Resource Practices- An Emerging Trend

These days, the digitization is transforming the traditional style business model. Among all functions human resources management (HRM) is largely affected by the digitization because of increasing usage of employee related software, IT enabled HR functions, Social networks, and mobile solutions. The organizations are infusing digital approach in handling their human resources (HR). There is a need to persistently develop and innovate the human resource practices to remain competitive in the business. And the recent studies have shown the organizations are designing digitally enabled employee-centric HR practices. To deliver the best results and face the competitive market the upgradation of HR is inevitable. Therefore, technical advances are being made in the field of human resource with time and gradually the customary HRM is being replaced by new and technically advanced HRM. This paper attempts to explore the use of Digitalized (IT) devices in HR practice i.e. change in HRM to E-HRM. E-HRM refers to an integrated, organization wide electronic network of HR information, services, devices, applications and exchanges.

A study on employees’ attitude towards the organization and job satisfaction of employees in textile industry, tiruppur district, tamilnadu

The analysis has been focused on the primary data that is by the employees’ opinion survey method. For this a sample size of 223 was taken and the stratified random sampling method has been used to select the samples from the total population. The study reveals the employees opinion about all the human resource functions of textile industries in Tirupur and identifies the three major gaps between human resource practice and the systematic research in the area of employee attitudes in thrust and the most focal employee attitude in ie. satisfaction of job. The impacts of employee attitudes, the outcomes of positive or negative opinion job satisfaction, and how to measure and influence employee attitudes, employment conditions, wages and incentives, interpersonal relationship, working conditions, management practices, etc. Percentage analysis and Chi-Square test is used to reveal that there is relationship between income and experience of the respondents, and there is relationship between age and experience are positively correlated

Policy Model of Physical Changes in The Environment of Mandeh Area from 2008-2018

ABSTRACT
 The purpose of this study was to see the physical changes in the environment of Mandeh area, South Pesisir Regency, from 2008-2018 and formulate an environmental policy model for the Mandeh area. The analysis technique was carried out by overlaying map of Mandeh area land use from 2008-2018, to determine the policy model of the physical changes in the environment of Mandeh area was analyzed by FGD and AHP. As for the results of the land use map overlay shows many physical changes. Based on the results of the analysis and discussions that have been done previously, it can be concluded that Physical Changes in Enviroment of Mandeh area from 2008-2018 have their own impact on the environment For this reason, it is necessary to have an environmentally sound policy model. Based on the results of the analysis, there are five alternative policy priorities are: (1) it is expected that the government to analyze the utilization of natural resources does not exceed the environmental carrying capacity value of 0.752, (2) zoning of land use and marine waters of mandeh area value 0.791 (3) cultivating the main functions of natural resources potential, human resources and artificial resources value 0.794 (4) conservation for mangroves and coral reefs that have been damaged value 0.732 (5) analysis of the system plan and road network of sea and land transportation value 0.726.
 Keywords: Environmental Physical Changes, Mandeh Region

COMPARATIVE VIEW OF TRANSFORMATION AND REINFIGURATION OF FUNCTION OF HUMAN RESOURCES IN DIFFERENT BACKGROUND TYPES OF ORGANIZATIONS

In modern, turbulent and unstable times, the most important resource for companies are people. People are going to help for all the changes happen, they will adjust the technology, optimize production, calculate wages and ultimately bring profit to the company. It is certain that a new, neoliberal economy brings new business trends, but what is certain is that, just like people, organizations differ from one another. In 1979, Henry Mintzberg talked about a number of different - basic types of organization, such as: mechanical, entrepreneurial, professional and innovative organization. Each of these organizations has its own characteristics, a specific type of management, a specific system of control and leadership. Each has "something" that makes it different from the rest. If organizations change, as well as socio-political systems, over time, then certainly there is a need for change of an integral part of the organization - human potential. In modern times, looking at this function is not the same as before, this function experiences transformation, becomes dominant, that is, it becomes the focus of the managers themselves. This is the time of the Fourth industrial revolution. There is a change of technology, which in the last 200 years could not be assumed that will happen. There are changes in the world economy, and every turn that is happening in the world, due to the process of globalization, can have an impact on every small or medium enterprise in any country in the world. In such a time, the role of human resources becomes even more significant, even more valuable for businesses and their managers. The focus of the research is precisely the need to transform the function of human resources in each of the above basic types of organization, that is, in different organizational configurations. More specifically, it is interesting to examine and investigate how functions such as: a strategic partner, an administrative expert, a change agent, and employee representatives are important in each of these different basic types of organization. These functions have their own meaning, importance, and value in the process of human resources management. In addition, it is also important to examine management support in this context, as well as managers at high, medium and low levels, as well as human resources managers. The survey will show which managers provide the greatest support to employees in the process of their promotion. Has the relationship of managers and employees changed over time, and if so, how and in which way? Also, the paper will examine the division of labor into different types of organizations, and the way of career advancement. How much time is needed for career advancement in an innovative organization, professional, machine, and whether it is more or less time compared to an entrepreneurial organization, is just one of the questions that will be answered in the work. All of the above will be described in the course of work, and the research will be carried out on enterprises in Bosnia and Herzegovina, at various basic organizations in Bosnia and Herzegovina.

Past and Future of Human Resource Functions: Are We Done?

Past and Future of Human Resource Functions: Are We Done?