Human Resource Management Function Research Articles

Green Human Resource Management: An Empirical Study of India

Abstract Purpose: The broad over-arching goals of this work were to study the existing constituents of green human resource management (HRM), to understand the green HRM practices being followed by different companies in India (belonging to certain sectors) and to compare the different sectors in terms of adoption of green HRM. Methodology: A questionnaire was meticulously prepared by the authors to collect the data for this study and was sent to various Indian companies belonging to four sectors: IT/IT services, banking/finance, consultancy and engineering/technology. The questionnaire included a carefully selected collection of questions to gain rich insights into different aspects of green HRM implementation. Findings: most of the companies included in this study are following green HRM (though to varying extents). Green recruitment, green training and development & green safety and health management are the most prominent green HRM functions while green performance appraisal is the least popular green HRM function among these organizations. The IT/IT services sector is most actively using green HRM practices while the banking/finance sector is the most reluctant to adopt green HRM. Practical Implications: a rigorous structure for companies to implement green HRM is provided.

Impact of Rewards on Employee Performance: A Study on Private Banking Sector in Bangladesh

Reward management is a function of human resource management which is considered as a strategic asset for any organization. Therefore, this study is aimed to illustrate to what extent do rewards has an impact on employee performance in private banking sector in Bangladesh. More specifically this study has investigated the relationship between extrinsic reward, intrinsic rewards and employee performance level in private banking sector in Bangladesh. A total of 61 employees from 17 private banks were selected as sample to collect data through structured questionnaire including 11 questions. Descriptive statistic was used to provide a narrative view of the study while multiple regression analysis was undertaken as a statistical tool to do hypothesis testing. The result indicates that there is a strong positive relationship between intrinsic rewards and employee performance meaning that employees are highly interested to learn through training, solve complex challenging task, recognize by organization, receive feedback from managers and achieve organizational goal. The research result can be used as a guideline for other private banks in Bangladesh to have a better understanding of significance of reward system on employee performance that will help to develop a strategic reward system for sustainable competitive advantage

Academics' effectiveness and professional development in Croatia: Challenges for human resource management in higher education institutions

AbstractThe relationship between higher education and profound global economic, social, technological and political transformations underway in recent decades is attracting growing public and professional interest. In this context, governmental bodies, higher education institutions and academics are under pressure to improve the effectiveness and professional development of academic staff. This article explores the need to adapt current human resource management practices in higher education in Croatia as a response. The article presents recent empirical data from higher education institutions in Austria, Croatia and Finland collected in the international project “Modernisation of Higher Education Institutions through Enhancement of Human Resources Management Function”. Descriptive indicators of current human resource management practices in higher education institutions reveal substantially different levels of development and use of certain practices to manage the effectiveness and professional development of academics. This article discusses the role of the human resource function at higher education institutions, the possibilities of using specific human resource development activities designed for different job roles held by academics, the importance of a performance management system that suits the academic environment, and the need for a strategic approach to human resource management at higher education institutions.

PENGARUH RENDAHNYA PEMAHAMAN FUNGSI MANAJEMEN SDM, TERHADAP KINERJA KARYAWAN (STUDI KASUS YAYASAN AL-GHUFRON PAMEKASAN)

The low understanding of the functions of Human Resources management, affects the weak performance of employees. As a result, it has an impact on the wheels of the organization in the Al-Ghufron Pamekasan Foundation. So to find out how much, the effect caused, research needs to be done. This study uses a qualitative descriptive method. As a result, many employees do not understand the HR function. So, it needs to be equipped with education or training on an ongoing basis, in order to improve the quality of work.

An Investigation into Training of Elementary and Secondary Level Teachers Regarding Modern Teaching Skills

There are many functions of Human Resource Management. Human Resource Development works under the supervision of HRM. HRD is a structure that helps the employees to get their skills, enhance their ability, and to get knowledge. It is framework to help the employees. HRD is a set of system which helps the employees to get a better opportunity and to enhance their skills to meet the circumstances of the future. It is a set of systematic activities by HRM. It is a systematic and efficient activity. This research aimed to measure the drawbacks of in-Service training Design for teachers at elementary and secondary levels in Punjab. The main objective of the study was (1) To investigate whether skills for modern teachers were inculcated in the training of Elementary and Secondary Level Teachers. The population of the study consisted of all Trainers and Trainees (Teachers) at Elementary and Secondary level in Punjab. The sample of the study was comprised of 665 trainers and trainees and the sample for supplementary Questioners comprised of 621 trainers and trainees. Data was collected through Questioners. Two separate Questioners were developed for trainees and trainers and a supplementary Questionnaire was also prepared to address the remaining aspects related to disaster management, Computer skills, use of social media, and multigrade teaching. Three-Point scale was used for questionnaires and weightage was given as (1) Mostly (2) To Some Extent (3) Not at All. Chi-Square test was applied for Statistical analysis. The researcher personally visited the schools and distributed questionnaires among respondents. Data collected through research instruments were tabulated, analyzed, and was discussed. Rawalpindi and Gujranwala Divisions were selected for collection of data and the study was delimited to District Attock, Rawalpindi, and Gujranwala. This Research is fruitful for trainees and trainers as well as the administration of the Training Institutes. This study presents satisfactory results, but many aspects were being ignored in training which need attention and concentration accordingly.

Implementation of human resource management functions in selected small manufacturing companies in Ga-Rankuwa industrial area, Gauteng, South Africa

Orientation: Human resource management (HRM) is a fundamental element in the success of any organisation. Research on HRM functions in medium and large organisations has been given much attention. However, few research studies have been conducted in assessing the importance and implementation of HRM functions in small companies.Research purpose: The objective of this study was to investigate the implementation of HRM functions and its perceived importance in small manufacturing companies (SMC), as well as the limitations or barriers to effective HRM implementation in SMCs.The motivation for the study: Human resource management functions play a strategic role in any organisation. Literature studies indicate that relatively little is known about HRM functions in small businesses. This research aimed to contribute to the knowledge of HRM and enhance the understanding and importance of the HRM functions in SMCs.Research approach/design and method: A qualitative research design was followed. A convenience sampling technique was used with eight participants. Data were collected by means of semi-structured interviews.Main findings: The HRM functions of recruitment and orientation, general labour relations, human resource information systems (HRIS), performance management, training and development, and remuneration and benefit were informally implemented and acknowledged as crucial in SMCs. The study further found that a limited budget, lack of resources and capacity, inadequate systems, ineffective employment relationships, lack of knowledge and understanding of HRM functions and business instability negatively affect SMCs to implement all HRM functions within the business and therefore negatively influence the performance of the company.Practical/managerial implications: All managers/owners and employees are aware of all the HRM functions that could enhance the performance and success of their organisation.Contribution/value-add: The study findings will assist SMCs to implement and understand the importance of HRM functions as well as the barriers to effective implementation of HRM functions.

Professional Ineptitude: The Strategic Role of Human Resource Management in Crisis Prevention

This paper highlights the strategic role of the Human Resource Management function in crisis prevention, by drawing attention to a hitherto neglected impact of professional ineptitude. Ineptitude has been recognised as a condition where the knowledge necessary to address a given situation exists but it is not applied correctly. Failure to address professional ineptitude can result as the Germanwings Flight 9525 case aptly demonstrates, the loss of life. We argue that GW9525 could be classified as a loss of knowledge incident and not a loss of control often accounted as the single biggest cause of airline fatalities. We analyze events leading up to and after the crash to show that the HR function can play a strategic role in fostering knowledge integration thus, ensuring that existing knowledge is used instead of misused or not used at all as our analysis will demonstrate. Our analysis contributes to advancing the current debates on HR professionalism by showing the significance of practical judgments that HR professionals make when they have access to knowledge (including confidential information about staff wellbeing – in this case depression) that can be the source of crisis. Our analysis problematizes the need for a strategic contribution by HR in integrating knowledge across levels within and outside the organisation.

Big Data and Artificial Intelligence in the Human Resource Value Chain: A New Breed of Technology

Analytics, algorithms, and apps increasingly promise to dramatically innovate and advance Human Resource Management (HRM). Yet, little research has examined these most recent developments, and their inner workings and substantive backing often remain obscure. We explain the most central developments in Big Data and Artificial Intelligence to delineate the broader paradigm shifts that are taking hold and how technological trends affect human resource management functions. To illustrate and interpret direction and progress of this digitization vis-à-vis the human resource value chain, we purposefully review twelve use cases relating to recruitment, development, retention, and performance. Ultimately, we discuss a range of implications and offer provocations to facilitate the future of scholarly and applied HRM.

The Effect of Training on Employees Performance: in Selected Commercial Bank of Ethiopia in Dawro Zone

In current era highly volatile business environment organizations are facing emerging challenges in form of acquisition and optimization of human resource. Being valuable and scarce capabilities, human resources are considered as a source of sustainable competitive advantage. The prosperity of an organization depends upon several factors but the most crucial factor that affects the organization performance is its employee. Human resources play an integral role in achieving an innovative and high-quality product/ accommodation. One major area of the Human Resource Management function of particular pertinence to the efficacious utilization of human resources is training and development. The consequentiality of training and development as a central role of management has long been apperceived. The one contribution a manager is uniquely expected to make is to give others vision and competency to perform.

The determinants of project worker voice in project‐based organisations: An initial conceptualisation and research agenda

AbstractThe growing projectification trend has brought to the forefront the importance of project‐based organising as a work mode and of project‐based organisations (PBOs) as key employers. However, research in certain human resource management (HRM) areas (including voice) has been limited in PBOs because of the decentralised and changing nature of HRM functions in these types of organisations. In dynamic project organisations, voice is highly important in recruitment, innovation and improvement; it therefore has to be conceptualised systematically. To this end, we focus on project workers as the key employee group and conceptualise the determining system factors that shape their voice in PBOs. The conceptual framework is based on a systematic review of peer‐reviewed articles and contributes to employee voice theory as a vehicle for the study of voice in temporary employment relationships.

The Essential Role of Human Resources Management in Healthcare and Its Impact On Facilitating Optimal Healthcare Services.

The role of Human resource management (HRM) in the healthcare sector is vital to facilitate optimum healthcare services by improving workforce performance and patient satisfaction. A solid understanding of the role of human resource management and related functions is required to safeguard the delivery of quality service and the success of the healthcare program. The study aims to explore the role and responsibilities of human resource management and its impact on the employee performance and value of healthcare services. The descriptive and investigative methodology was applied to analyze and review the previously published academic literature to obtain the influence of human resource management on the healthcare sector. The study illustrates that HRM functions in healthcare have a robust effect on facilitating optimal healthcare services and workforce performance, leading to heightening organizational performance. The study recommends that it is imperative to implement effective human resource management plans to achieve higher performance in providing superior healthcare amenities and further enhancement of healthcare organization.

4.0 INDUSTRIAL REVOLUTION IN THE CONCEPT OF PANCASILA INDUSTRIAL RELATIONS AND THE DEVELOPMENT OF SKILLS AND COMPENSATION TO WORKERS

4.0 industrial revolution gave birth to robotic technology, digital that has a massive impact on human life in the world, which encourages automation in all business or company activity processes and changes the order of almost every industry in every country. The extent of this change marks the transformation of the entire production and management system of companies in the world. In addition to the potential to improve the quality of life of the world community, it is feared that the industrial revolution 4.0 will take over human work resulting in mass layoffs. The purpose of this article is to analyze the Pancasila industrial relations, skills development and compensation to workers in the era of the industrial revolution 4.0. The method of approach used in this research is normative juridical, which is studying and studying the principles of law, especially positive legal principles derived from library research materials available from the laws and regulations as well as the provisions using the material primary and secondary law. The conclusion of this article is that companies must utilize the functions of Human Resource Management (HRM) and one of them is the function of skills development and compensation. The skill development function is the process of increasing the technical, theoretical, conceptual, and moral skills of workers through education and training, in accordance with the employment needs of the Industrial Revolution 4.0 period. Whereas the compensation function is that the company fairly and appropriately provides direct remuneration in the form of venture capital (money or goods) to workers who are forced to be laid off due to the negative impact of the company applying robotic, digital and automation technology. Fair is interpreted in accordance with the contribution of workers to the company and is feasible to be interpreted at least to meet the primary needs (clothing, housing, food) of workers and their families.

Measuring the Effects of HRM Functions “Reward, Benefit, and Recognition” and “Performance Management” on Innovation and Entrepreneurship: A Practical Study in Pharmaceutical Organizations

Purpose- Human Resource Management (HRM) in any organization was and still crucial for innovation and entrepreneurship. An empirical study was examined to scrutinize the effect of some (HRM) functions (polices) on innovation and entrepreneurship to achieve goals of business.Design /Approach- This article primarily includes two parts. In first part, author reviews the concept of: (HRM) functions, innovation and entrepreneurship in the existing literature. In second part, a questionnaire was conducted on the selected participants. The data were analyzed using demographic, correlation, and regression statistics.Findings- The results show that the mentioned functions of (HRM) are significantly related to perceived innovations over time. Rewards, benefits, and recognition have statistically a moderate effect on perceived innovations then entrepreneurship. While performance management has statistically a good effect on perceived innovations then entrepreneurship Originality /Value- The basic objective is to measure precisely the effect of each function of (HRM) on innovation and entrepreneurship. A research model was developed and tested. Besides, the role of endogenous forces including change acceptance culture and the power of link between perceived innovations were also considered as important elements in designing the relationships. The practical contribution of this article is that the results would help to choose the best mix and investment between (HRM) functions, which would significantly contribute to the success of innovation and entrepreneurship. Specifically, the understandings of whether those current (HRM) functions in this sector are more or equal or less innovative than other functions to identify the appropriate skills, resources, and plans.

An Investigation on Human Resource Planning as A Human Resource Management Function and Its’ Problems in Tourism Business

Günümüzde istihdam yaratıcı sektörlerin başında gelen hizmetler sektörü içinde turizm işletmeleri en önemli yeri oluşturmaktadır. Dünyanın her alanda yaşadığı makineleşme ve dijitalleşme üretimde emek faktörünün nicel olarak azalmasına sebep olmuştur. Ancak turizm işletmeleri belirli ölçüde bu otomasyondan etkilenmiş olsada, hala insan faktörünün hizmet üretiminde en önemli unsur olduğu işletmelerdir. Müşteri memnuniyeti ve sadakatinin çalışan performansıyla doğrudan ilişki içinde olduğu turizm işletmelerinde insan kaynağı planlaması bu işletmelerin verimliliği için hayati önem taşımaktadır. İnsan kaynakları yönetiminin temelini oluşturan insan kaynakları planlaması, bütün bir insan kaynakları yönetim sürecinin başlangıcını da oluşturmaktadır. Bu yüzden planlamanın hatasız yapılması bütün bir sürecin sağlıklı işlemesini de sağlayacaktır. Bu çalışma turizm işletmelerinde insan kaynakları planlaması, insan kaynakları birimlerinin rolü ve planlamada ortaya çıkan hatalar ve bu hatalara çözüm önerileri getrimek amacıyla gerçekleştirilmiştir. Çalışmada, ulaşılan kaynaklar doküman incelemesi yöntemiyle taranmıştır. Ayrıca araştırmacıların sektördeki bireysel deneyim ve gözlemleri sonucu elde ettikleri sonuçlar literatürden elde edilen veriler ile birleştirilerek turizm işletmelerinde insan kaynakları planlaması ile ilgili ortaya çıkan sorunlar belirlenmeye çalışılmış ve bu sorunlara bazı çözüm önerileri getirilmiştir.

Sustainable HRM: toward addressing diverse employee roles

PurposeThe purpose of this empirical study is to develop an understanding of how human resource (HR) managers employed by organizations with an explicit sustainability agenda view employees as stakeholders, and to explore how such views are operationalized in HR policies and practices.Design/methodology/approachAn interpretive approach using data from 35 semi-structured interviews was adopted for this study. Data were transcribed and analyzed using the Gioia methodology.FindingsComparison of approaches to sustainable human resource management (HRM) revealed three distinctive conceptualizations of employees with respect to the sustainability agenda – employees as a driving force for sustainability, employees as consumers of HR practices and employees as members of a community. Strong levels of integration between the HRM and sustainability agendas were only evidenced in those organizations where an attempt had been made to address all three roles simultaneously. Findings suggest that engagement with a sustainability agenda widens the remit of the HRM function, underscoring the importance of employees' roles as consumers of HR practices and as members of wider communities.Practical implicationsBy addressing the integration of HRM with a sustainability agenda, this article helps practitioners recognize diversity among employees' roles and the varying associated needs. Examples of policy and practice initiatives that effectively address these needs are provided.Originality/valueHRM has been widely criticized for overemphasizing shareholder value, thereby lacking in attention to the needs of other stakeholders, including employees. Findings from this study suggest the holistic approach advocated by a sustainability agenda can effectively quell these concerns.

Pengembangan SDM Dalam Arsitektur Bisnis Sebagai Strategi Dalam Optimasi Produktivitas Kinerja SDM

As time goes by the needs and aspects of competence and productivity of Human Resources (HR) are increasingly diverse to form complex communication patterns. To balance and fulfill those needs and aspects, there needs to be an increase in performance, one of them is with enterprise architecture (EA). This study raises the case of one manufacturing company with a focus on the HR management function which has problems regarding the composition and competency of HR that is uneven so that HR productivity is low. One solution to this problem is by designing an EA. The solution produced in this research is expected to be able to meet the company's business requirements which will then be able to help meet the goals of the HR management function and also the company by considering aspects of HR. The design method of this research EA uses TOGAF ADM (The Open Group Architecture Framework) which is one of the frameworks for designing EA by connecting business architecture, data, applications, and technology. TOGAF ADM is flexible so it is possible to proceed with a different framework. In this research, EA design focuses on only three stages, namely the preliminary phase, architecture vision, and business architecture. Business architecture is a phase in the TOGAF ADM which acts as the main component capable of sustaining further architecture. The business architecture contains the definition of baseline architecture and targeting which will be used as guidelines for the basis for the development of integrated information systems for the HR Management Function. Business architecture is very instrumental in helping to handle the issues and risks that occur in the company, so it can facilitate the company to make the right decision.

Effect of Work Discipline on employee performance in the Office of Public Appraisal Services Herly, Ariawan and Partners

A company is required to have a disciplined view and attitude to increase employee productivity, work discipline is the most important human resource management function and is closely related to the management of resources for a company. The purpose of this study was to determine the work discipline at the Public Appraisal Service Office Herly Ariawan and Partners, to determine the performance of employees at the Public Appraisal Service Office Herly Ariawan and Partners, to determine the work discipline on employee performance at the Public Appraisal Service Office Herly Ariawan and Partners. The research method used is quantitative associative. The data was obtained by distributing questionnaires using a saturated sample to 30 employees at the Public Appraisal Services Office Herly Ariawan and Partners. Analysis of the data used is a simple linear regression equation, simple correlation, coefficient of determination, and significance test. The population is 30 respondents with a sample of 30 respondents. There is a positive influence, between Work Discipline on Employee Performance at the Office of Public Appraisal Services Herly Ariawan and Partners based on hypothesis testing using t test that tcount> ttable or 2,053> 1,701 then show significant results. Or in other words, H0 is rejected and Ha is accepted. So it can be concluded that there is a significant influence between Work Discipline on Employee Performance at the Office of Public Appraisal Services Herly Ariawan and Partners.

A QUALITATIVE STUDY OF GREEN HRM PRACTICES AND THEIR BENEFITS IN THE ORGANIZATION: AN INDONESIAN COMPANY EXPERIENCE

Green Human Resource Management (HRM) aims to shape employee behavior to help organizations achieve their environmentally-friendly goals. Firms can translate the implementation of Green HRM concept into each HRM function. This paper is qualitative exploratory research that investigates the implementation of Green HRM in a company located in Indonesia that is internationally reputable for being an environmentally friendly company. This study aims to highlight the implementation of Green HRM through various HRM functions and to analyze the positive impacts of the implementation of Green HRM on individuals and organizations. The results demonstrated that the implementation of Green HRM provided benefits for individual employees and the company as well. In particular, individual employees had better green and non-green work outcomes. Meanwhile, at the organizational level, the benefits of the implementation of Green HRM were the creation of environmentally friendly organizational culture and work climate, the increased efficiency of various resources, the formation of positive corporate image and increased economic and eco-performance. It is expected that this study contributes to extend the literature on the implementation of Green HRM and its benefits to companies.

Lifelong Learning, Training and Development Employee’s Perspective

In this paper authors are aiming to explore the level of perception on the topic of trainings from employees’ perspective, as well as learning and development of employees after they reached the labor market and their impact in human capital. To stay competitive and survive in job market it is suggested to acquire higher and broader skills and competencies. To achieve this, it is necessary to use training and development as a function of Human Resources Management. Therefore, the main purpose of this paper is to identify the impact of training and development and the concept of lifelong learning. For this research 450 questionnaires were used with the public and private institutions regarding the level of trainings they have participated. The importance of trainings increases with technological changes and information technology, globalization and a lot of other factors have their impact in importance of continuing adult education and lifelong learning. In this paper will be explored also what training practices represent as a key component in human resource management. Where from our findings we can say that most of the trainings in Kosovo are on job trainings, with highest level of participants in the age from 21- 35, this age group uses trainings for learning, age group of 36 -50 years use trainings mostly for sharing information’s, while age group 51-65 years, use mostly trainings for learning and sharing information, they also have the highest level of using trainings for development. Most of the employees find trainings as compulsory for achieving better skills, compulsory trainings are positively correlated with on job training Pearson Correlation 0.83 which is significant .000 at the 0.01 level (2-tailed) from the descriptive data we can find that depending on the age group and education level Information technology trainings have different results. Employees with higher education have less interest in Information Technology trainings compared to employees with lower levels of education. So, in general, this research aims to give a clear description of employees’ perspective regarding trainings as on job trainings, IT trainings, and their transfer of trainings to the job market some of employees use it for learning, some employees for sharing information and some for further professional development.

The Association between the Effectiveness of Human Resource Management Functions and the Use of Artificial Intelligence

The Association between the Effectiveness of Human Resource Management Functions and the Use of Artificial Intelligence