Human Resource Management Model Research Articles

Training Model of Human Resource Management on the Background of Enterprise Strategy

This paper presents the training model of human resource management on the background of enterprise strategy. With the continuous development of modern consulting firm, demand for capital in the stock of more and more big, they must find ways to continue, obtain a great deal of the money, support the expansion of economies of scale, financial companies need is enterprise of production and development. Therefore, this paper presents the novel idea to deal with the challenges.

Creation of a Structural Equation Model of Human Resource Management to Be Applied to High-Performance Educational Organizations

Creation of a Structural Equation Model of Human Resource Management to Be Applied to High-Performance Educational Organizations

A relational approach to exploring inequalities within the human resource management model in the Middle East

This paper engages with the under-researched area of human resource management (HRM) in the Middle East and it proposes a unique theoretical for the purpose of carrying out research on inequalities within the Middle East and North Africa (MENA) region. This model will contribute to the understanding of a Middle Eastern version of the human resource value-proposition model (HR VPM). The theoretical underpinning of social capital theory will assist in understanding the philosophical aspect of the study's research questions (relating to social norms and information channels, inequalities, nepotism, organisational and individual obligations as well as expectations) and conclusions drawn within a diversity management relational framework in order to understand the interaction between individual agency and social structures as well as the impact of culture and historical context of HRM in the Middle East. This paper hopes to contribute to existing literature on diversity management and inequalities in addressing its research questions within the HR value-proposition model.

A relational approach to exploring inequalities within the human resource management model in the Middle East

This paper engages with the under-researched area of human resource management (HRM) in the Middle East and it proposes a unique theoretical for the purpose of carrying out research on inequalities within the Middle East and North Africa (MENA) region. This model will contribute to the understanding of a Middle Eastern version of the human resource value-proposition model (HR VPM). The theoretical underpinning of social capital theory will assist in understanding the philosophical aspect of the study's research questions (relating to social norms and information channels, inequalities, nepotism, organisational and individual obligations as well as expectations) and conclusions drawn within a diversity management relational framework in order to understand the interaction between individual agency and social structures as well as the impact of culture and historical context of HRM in the Middle East. This paper hopes to contribute to existing literature on diversity management and inequalities in addressing its research questions within the HR value-proposition model.

Is ethical management of human resources inherent to social enterprises European tradition model versus Anglo-Saxon model

Social entrepreneurship has become an economic reality with great potential to provide a response to the existing social challenges. In this paper we identify two models of social enterprise, and we provide, for the first time, evidence from the human resource management of social enterprises in Spain. This allows us to analyse whether these social enterprises manage their human resources in an ethical way, and whether a different ethical human resource management exists in the two models. We have designed a questionnaire using the ethical practices of the ethical human resource management model as a basis. The results reveal that social enterprises in Spain manage their human resources ethically and a difference does not exist between the two models identified. We conclude by outlining the implications for a better understanding of ethical practices in human resource management in social enterprises.

A review on human resources management (HRM) theories and effective human resource management models

Human Resource Management (HRM) has become more important to strategic management, particularly as a result of its role in providing competitive benefit, advantage and the rush to competitiveness. Human Resources are seen as the available talents of people to an organization as potential contributors to fulfill the organization's mission, v ision, strategy and goals. Drastic changes occurred when machines and industry manufacturing methods were introduced in early 1900. Since machines and devices were introduced for manufacturing industries, laborers and workers expected very high output minimizing the labour cost. When a machine or device required several number of workers to operate its different functions, supervisory and control procedures were necessary and must for managing the workers owing to the factors like how different duties are assigned and allocated among workers, and to maintain worker relationships, communication, and job divisions. Factory authorities started to frame and design rules, regulations, work time schedule, job assignment methods and procedures, remuneration pay structures. They further designed proper and appropriate plans for getting a maximum output of the labour through job specialization. This trend was mostly influenced for the development of the theory called Scientific Management. Taylor (1856–1915) is called as the father of scientific management, who introduced several management principles and rules for organizations. This is one kind of first theoretical approaches for HRM during that period. The second theoretical approach of HRM is the human relation school developed by Mayo (1880–1949) and Roethlisberger through their Hawthorne research studies. The above theories are not classified as HRM theories, but they have a direct influence for the advancement and development of HRM theories. This review paper discusses on Human Resources Management (HRM) theories and effective human resource management models, HRM definition, nature of HRM, scope of HRM, role of HRM, importance of HRM, models and theories of HRM. Besides, HRM theories like universalistic theory, contingency theory, configurationally theory are discussed.

Strategic Management of Labor Resources

This article discusses the main elements and functions of the strategic management of labor resources. The theoretical basis of this work is the methodology of strategic management, developed by Dr. Vladimir Kvint.This article substantiates the need for the strategic planning of labor resources in an enterprise. The article analyzes an employer’s eleven types of direct and indirect labor resources costs that can be optimized in the strategizing process.The main elements of strategic management are leadership, organizational structures, management, managers and their organizational skills, a well developed decision making process, and managerial technology. The use of an automated process model of human resource management in the transition to industry 4.0, is promising. This includes all divisions of the organization and all the stages of labor resources functioning.The main functions of the strategic management system which are discussed in the article are the strategic planning, strategic motivation, strategic monitoring and control of personnel.This article supports the concept that global labor markets which are in the process of formation need to use different forms of employment for strategic management than their counterparts in developed economies. To that end, this paper presents new organizational forms of employment by the Eurofund. Professor Kvint also discusses the need to take into account the norms of international labor legislation and the laws of those countries whose labor resources will be necessary for the project.The experience in developing industrial and labor cards 4.0. is part of the strategic management of labor resources. This new technology is very promising, because it will substantially increase the efficiency of the systems necessary for managing labor resources in the global perfect.

Designing a Multi-Purpose Fuzzy Model for Human Resource Management in Production Systems

Designing a Multi-Purpose Fuzzy Model for Human Resource Management in Production Systems

Early management of human factors in lean industrial systems

There is an obvious need to redefine approach to provide and develop human resources necessary for modern industrial systems and to find new models that will meet the demands of Lean philosophy and concepts of safety and ergonomics. The authors are suggesting Early Human Resources Management (EHRM) model, inspired by developed pillar structures of Lean based World Class Manufacturing (WCM) and Total Productive Maintenance (TPM) industrial systems and based on proactive approach referring to human resources. The EHRM model is designed through the integration of Early Management and Human Resources development concepts and uses the Vertical start-up (VSU) principle for a drastic reduction of time needed for reaching the full potential and achieving the desired level of knowledge and competencies of human resources in Lean industrial systems.Practical applications: EHRM contributes to reducing the gap between expected and real performances of human resources at an early stage of their professional careers and enables the effective and efficient transition from academic to industrial environment. At the same time, cooperation, communication and knowledge transfer between industry and universities are upgraded, development of educational curricula is facilitated and build around the applicative knowledge skills, and methods.

Pengembangan Sistem Peningkatan Motivasi, Komitmen dan Moralitas SDM di Lembaga Pendidikan Islam

Its role determines the succession of the process of administering education. Ignoring human resources is the same as making a death hole for educational institutions. It is on the basis of the urgency of human Resources that the concept and model of human Resources management emerge in educational institutions. In general, the concept can be categorized into two models. [1] human Resources as a person who has motivation, commitment and morality. Thus, the management efforts carried out must be in order to improve the overall personality above; [2] human Resources as a unified system in educational institutions. The efforts made by the manager are to build a system and a model that becomes a reference and performance guide for all human Resources. human Resources motivation is related to psychological drives that are influenced by two factors, namely internal and external, or intrinsic and extrinsic. Internal factors can be influenced by basic human needs as Maslow's theory. human Resources commitment is related to identification of feelings, participation and loyalty to the organization. So if you want to know someone's commitment then you can see their loyalty to the organization.

Strategic human resource management and its impact on performance – do Chinese organizations adopt appropriate HRM policies?

PurposeThis paper aims to separately consider studies from the three major economies, the USA, Europe and China, to illustrate differences and similarities. A comparison of these three clusters allows the author to conclude that the US human resource management (HRM) model was adopted by European and, subsequently, Chinese organizations through the mechanism of mimetic isomorphism. In addition, the majority of studies have confirmed that certain HR procedures have a positive impact on organizational performance.Design/methodology/approachThe essay reviews and reappraises existing empirical studies in the field of HRM and organizational performance.FindingsAs European organizations adopted HRM configurations and the notion that HR should play a more strategic role from US organizations, the review suggests that Chinese organizations are now imitating US and European HRM. In all summarized studies, there is robust empirical evidence that the HR function is able to directly add value and improve organizational performance.Originality/valueThe study compares Chinese to Western HR functions and examines the effectiveness of strategic HRM by evaluating the existing research. At a minimum, in response to the title of the manuscript and the question, “do Chinese organizations adopt appropriate HRM policies?”, the general answer is yes. Given the mechanism of mimetic isomorphism, it can be assumed that Chinese organizations adopt the most efficient HR configurations from Western organizations. The summarized studies also support the prediction that subsidiaries of Western multinational organizations accelerate the development of the Chinese HR functions.

The relationship among job characteristics organizational commitment and employee turnover intentions

The relationship among job characteristics organizational commitment and employee turnover intentions

Bangladesh HR professionals’ competencies

PurposeThe purpose of this paper is to examine the HR roles of Bangladesh HR professionals in the public and private firms in Bangladesh using Human Resource Competency Study (HRCS) model (2016). The impact of identified HR competencies on firm performance and moderation of this relationship concerning different stages of organisation life cycle (OLC) is also explored.Design/methodology/approachThis quantitative study uses the HRCS model (RBL, 2015) as its underpinning analytical framework, and explores the impact of identified HR competencies on firm performance and analyses whether this relationship is moderated by different OLC stages. The sample for this study consisted of 202 HR professionals from both public and private organisations in Bangladesh.FindingsResults confirmed that all the nine competencies of HRCS model were demonstrated by the HR professionals in Bangladesh. The “credible activist” competency achieved the top ranking and “paradox navigator competency” recorded the lowest. Minor variation in terms of levels of competencies was observed in the context of private and public firms. HR competencies positively impacted the firm performance and only the maturity and growth stages of a firm’s life cycle moderated this relationship.Originality/valueThere is a deficit of studies which have tested this relationship in terms of the moderating effects of OLC stages in the Asian developing country context. Focusing on this paucity of research concerning the transference of western human resource management models in developing economies and their resultant impact on firm performance, this is the first study set out to explore whether the most cited western HRCS model (RBL, 2015) is useful in understanding HR competencies in Bangladesh.

HRM Models in Public Sector Prior to Digital Tech Boom

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Application of human resource management's universal model: An examination of people versus institutions as barriers of internationalization for SMEs in a small developing country

Although the importance of people and institutions has been highlighted in multinational enterprise studies, the association between people, institutions, and the internationalization of small to medium‐sized enterprise (SMEs) is an underexplored issue from the context of a small developing country. We examine theories subsumed under the Universal Model of human resource management (HRM) onto SMEs to study the hypothesized people and institutionally orientated barriers posed to SMEs’ internationalization. Using quantitative analysis, the impacts of the barriers on internationalization are highlighted with particular attention to employer attractiveness. Following extant literature review, this study has used primary data collected through questionnaires from 212 Bangladeshi SMEs. We developed and validated the partial least square‐based structural equation model (PLS‐SEM) to assess the impacts and successfully framed people versus institutional barriers as a second‐order hierarchical reflective model, which has not been done previously. Given their marginal significance over institutions, people‐oriented cultural barriers should be included as an extension of the Universal Model to study SME internationalization.

The Work Contents of the Personnel Specialist in Latvia

Abstract The contents in the work of personnel specialist differ in organizations from one field to another. It continues to evolve with an emergence of new technologies and business methods, as well as with structural changes in the economy, both at a global and national level. However, the existing professional regulations of particular professions in Latvia has not been changed for almost 10 years, while the economy as well as the workforce appears to have changed. The aim of the paper is to illustrate what currently forms the contents of work of personnel specialist in Latvia. To achieve this, a study on trends in the work of personnel specialists has been conducted with an informative support of Latvian Association for People Management. The topics of daily activities and tasks, as well as individual features of personnel in various fields, including building, banking, manufacturing, IT, retail company, and public service companies have been included in the study. Overall, 18 personnel specialists from public and private sectors were interviewed. The results show that the classical model of human resource management is still popular, although some of the industries have adapted many or most of the cutting-edge approaches in the field, including flexible jobs and continuous employee support. Therefore, it is advised to update the existing documentation, including the professional regulation and university curricula, to meet the needs of the contemporary companies employing personnel specialists.

The influence of training courses, customer relationship, and human resource management on customer focus among construction companies

This study focuses on the influence of training courses, customer relationship and human resource management on customer focus among construction companies. This is due to the lack of information on its effectiveness. These problems may explain why the main players are less responsive to the implementation and practice of a mediating effect of Customer Relationship Management (CRM) and Human Resource management (HRM) on the relationship between Training Courses (TC) and Customer Focus (CF). It is essential that an appropriate model of CRM and HRM be used by administrators and professionals. The proposed model is based on the dependent variable, CF, and the independent variables, TC and mediator (CRM, HRM). This research is a descriptive-survey and inferential type based on the data collection method where parametric tests were used with the help of SPSS. The results of this research can be used in decision making, policy making, and also planning. In conclusion, it can be inferred that the relationship between CRM and HRM is still at its infancy stage, and as such, serious attention is needed among the players in the development of construction companies.

Adoption of Human Resources Management Policies for Practices: Harvard Model versus Religious Model

The paper set out to explore two different models of Human Resources Management as a policy for practice that will be adequate for adoption by any organisation. The Harvard and Religious models were the two models critically examined vis – a – vis their implications on the practice of Human Resources Management (HRM). It was revealed that Harvard model of HRM is a content model as it is contingent on specific core issues (work system, reward system, employees’ influence and flow of people) in human resources management while Religious model of HRM is a process model as it is based on identification of relationship among components units (management and employees) Harvard model of HRM as a policy is embedded in the organisation through congruence, commitment, cost effectiveness and competence and Religious model of HRM is anchored on value based ideology through morality, honesty, sincerity, fairness and integrity. The two models are practicable but Harvard model of HRM has no exception to a particular party in business organisation while Religious model of HRM is averse to development of trade union in organisation. Therefore, the adoption of the two models will make world of work conducive, however, Harvard model of HRM aligned more with the nature and belief of business. However, combination of the two models to give a contingency – hybrid model will make the workplace to be better than adopting one of the models.

Competency-based training model for human resource management and development in public sector

Human Resources (HR) is a very important factor in an organization so that human resources are required to have the ability, skill or competence in order to be able to carry out the vision and mission of the organization. Competence includes a number of attributes attached to the individual which is a combination of knowledge, skills, and behaviors that can be used as a mean to improve performance. Concerned to the demands of human resources that should have the knowledge, skills or abilities, it is necessary to the development of human resources in public organizations. One form of human resource development is Competency-Based Training (CBT). CBT focuses on three issues, namely skills, competencies, and competency standard. There are 5 (five) strategies in the implementation of CBT, namely: organizational scanning, strategic planning, competency profiling, competency gap analysis, and competency development. Finally, through CBT the employees within the organization can reduce or eliminate the differences between existing performance with a potential performance that can improve the knowledge, expertise, and skills that are very supportive in achieving the vision and mission of the organization.

The Influence of Modern Information Technology on Human Resource Management

with the development of economy and society, information technology has been developed rapidly, and has been widely used in various fields. For the modern enterprise, the application of information technology has changed the management mode of the enterprise, raised the benefit of production and management, and strengthened the competitive power in the market. Therefore, it is of great significance to study the impact of information technology on human resource management model. This paper analyzes the information technology and human resource management model, focusing on the impact of information technology on human resource management model, and provides the ideological basis for the transformation of human resource management model.