Human Resource Programs Research Articles

Junior High School Principal's Strategy in Preparing the Generation to Face the Era of Society 5.0

This research was conducted at Parahyangan Mulia Junior High School. The research subject is the principal of Parahyangan Mulia Junior High School Tasikmalaya because the principal is a leader and policy maker at school and must have a specific strategy regarding every policy he takes to deliver those goals. The goal of this research is to analyze the strategy used by the principal in preparing the generation to enter the era of society 5.0. A qualitative approach was employed in this research, and interviews, observations, and literature reviews were used as data collection techniques. The informants were the principal, head of the school team, teachers, and Parahyangan Mulia Junior High School students. The result of this research is the strategy of the principal in preparing the generation for the era of Society 5.0 is carried out through the development of the school's human resource program (character program, STEAM, and life skills) and cooperation with the stakeholders who have the same goals with the school. By implementing this strategy, the abilities of Parahyangan Mulia Junior High School students have increasingly developed according to the personality expected in the era of society 5.0, namely creative, critical, communicative, and collaborative.

A review of natural resource extraction industries and their influence on the occurrence of poverty

PurposeThis research paper takes a narrow approach to examining the apparent link between poverty and the resource extraction industries. However, it acknowledges that much more is to be explored about this relationship. Many complexities influence the occurrence and degree of poverty in a particular country, region, or community.Design/methodology/approachThe literature review identified proposed and operational poverty reduction actions and processes categorized under the broad concept of community development projects. The surveyed cases describe how various corporate strategies, work processes, labor requirements and efficient management and governance solutions are purported to improve poverty-reduction efforts potentially.FindingsNo causal linkages between poverty and hypothetically valuable and successful community development projects were found. No poverty monitoring evaluations and learning data (MEL) for these projects were proposed and published in most of the literature. However, associations were observed between some business practices implemented in these resource extraction community development projects and observations of indicators of lower poverty levels.Practical implicationsThe research improves our understanding of the requirements and opportunities for successful community development projects by highlighting processes, company strategy, human resource programs and enlightened governance that can contribute to reducing poverty.Originality/valueThe paper identifies the characteristics of community development projects that appear to span natural resource extraction industries and countries. Effective management strategies and representative and formally designated organisational governance boards are essential for these projects.

Evaluating Local Government Policy Innovations: A Case Study of Surabaya's Efforts in Combating Stunting and Enhancing Public Health Services Quality

This research aims to evaluate regional innovations in implementing Surabaya City government policies to reduce stunting rates and improve the quality of public health services. A qualitative descriptive method was used with a case study approach involving field observations and structured interviews. The research results show the success of Posyandu Prima in reducing stunting rates significantly in the last two years. The Surabaya City Government has proven effective in managing this program's human resources and budget. The active involvement of Great Surabaya Cadres (KSH) and non-governmental organizations also contributed greatly to the program's success. Cross-sector collaboration plays an important role in supporting implementation. Institutional characteristics, such as commitment to public health and ability to collaborate, also matter. Theoretically, this research shows that synergy between the parties involved and government commitment can achieve significant results in handling the stunting problem. In conclusion, the Prima Posyandu Program has proven successful in reducing stunting rates and improving the quality of public health services in Surabaya. Additionally, the collaborative efforts between community stakeholders, healthcare providers, and governmental bodies underscore the crucial role of multi-sectoral partnerships in addressing complex public health issues like stunting. This synergy fosters comprehensive approaches that combine local knowledge, resources, and policy support to effectively combat stunting and enhance the well-being of communities. Thus, the Prima Posyandu Program's success is a compelling example of how concerted action and sustained commitment can yield tangible improvements in population health outcomes.

Telaah Faktor-Faktor Anteseden Job Engagement Karyawan PT Z

Job engagement is one aspect of employment that is crucial to pay attention, to maintain, and to increase its intensity of every employee who works in a company, considering the many positive impacts it can have. Through this research, job engagement will be studied as a result of intrinsic and extrinsic work motivation, work flexibility, and work-life balance. A total of 88 employees who work at PT Z, an e-commerce company in Indonesia, were surveyed regarding their perceptions regarding their work attitudes related to their experience at the company. Using multiple linear regression analysis, it has been proven that job engagement is influenced by intrinsic work motivation, work-life balance, and work flexibility. These results imply that companies need to implement human resource programs and policies that can maintain and improve employees' intrinsic work motivation, the ability and quality of employees in balancing their career and personal life, as well as designing more flexible work in line with current developments and the dynamics of employee needs.

Constraints on real scalar inflation from preheating using LATTICEEASY* *Wei Cheng was Supported by the Natural Science Foundation of Chongqing, China (CSTB2022NSCQ-MSX0432), the Science and Technology Research Project of Chongqing Education Commission (KJQN202200621), and the Chongqing Human Resources and Social Security Administration Program (D63012022005). Ruiyu Zhou was Supported by the Chongqing Natural Science Foundation (CSTB2022NSCQ-MSX0534). This work was supported in

In this paper, we undertake a detailed study of real scalar inflation using LATTICEEASY simulations to investigate preheating phenomena. Generally, the scalar inflation potential with non-minimal coupling can be approximated using a quartic potential. We observe that the evolutionary behavior of this potential remains unaffected by the coupling coefficient. Furthermore, the theoretical predictions for the scalar spectral index ( ) and tensor-to-scalar power ratio (r) are independent of this coefficient. Consequently, the coefficients of this model are not constrained by Planck observations. Fortunately, the properties of preheating after inflation provide a viable approach to examining these coefficients. Through LATTICEEASY simulations, we trace the evolution of particle number density, scale factor, and energy density during the preheating process. Subsequently, we derive the parameters, such as the energy ratio (γ) and the e-folding number of preheating ( ), which facilitate further predictions of and r. We successfully validate real scalar inflation model using preheating in LATTICEEASY simulations based on the analytical relationship between preheating and inflation models.

The Effects of Human Resource Management Deficits on Science Education in Basic School Management

The assessment of human resource management (HRM) policies and programs of teachers and management under Ghana Education Service (GES) has been studied, centering mainly on the science teachers of Presbyterian Senior High School, Tema, Ghana. The study examined how Ghanaian public school administration is affected by the absence of human resource managers. It assessed how well policies and programs operate to inspire teachers and enhance their welfare. The research findings indicated that the source of recruitment of science tutors to the Ghana Education Service was from educational universities and colleges. Nevertheless, other policies have been unsuccessful in bridging the gap between teaching professionals and their deserved welfare and other basic needs since the Human Resource Directorate of GES is situated at the district education office which science teachers have no direct contact, to direct their needs. Government School administrators most often lack HRM qualifications which leads them to always focus on teachers' supervision and not consider their well-being. Again, strategic policies like postings, recruitment, and maternity leave were found to meet the expectation of the teachers. Furthermore, policies and programs on study leave, in-service training, orientation, and job description have not met the expectations by staff. The work recommended that GES human resource personnel should be added to the administrative hierarchy in schools to help in policy implementation. It was also suggested that the Ministry of Education and the education service provides the right remuneration that can cater for the teacher’s basic needs such as accommodation and adequate learning materials to facilitate his work.

Developing an organizational capacity assessment tool and capacity-building package for the National Center for Prevention and Control of Noncommunicable Diseases in Iran.

Non-communicable diseases represent 71% of all deaths worldwide. In 2015, Sustainable Development Goals, including target 3.4 of SDGs, were seated on the world agenda; "By 2030, reduce premature mortality from NCDs by one-third. More than half of the world's countries are not on track to reach SDG 3.4, and the COVID-19 crisis has hampered the delivery of essential NCD services globally, which means the premature death of millions of people and indicates the need for capacity building for health systems. We designed a tool to measure the capacity of the National Center for Non-Communicable Disease and then presented the proposed policy package to enhance the national center's organizational capacity. The data for this explanatory sequential mixed method study was collected using quantitative and qualitative approaches between February 2020 and December 2021. The tool for assessing organizational capacity for NCDs was developed, and its validity and reliability were measured. The developed tool assessed the organizational capacity by evaluating NCNCD's managers and experts. Following the quantitative phase, a qualitative phase focused on the low-capacity points revealed by the tool. The causes of low capacity were investigated, as well as potential interventions to improve capacity. The developed tool comprises six main domains and eighteen subdomains, including (Governance, Organizational Management, Human Resources Management, Financial Management, Program Management, and Relations Management) which verified validity and reliability. In seven separate National Center for Non-Communicable Disease units, the organizational capacity was measured using the designed tool. (Cardiovascular disease and hypertension; diabetes; chronic respiratory disease; obesity and physical activity; tobacco and alcohol; nutrition; and cancers). The organizational management dimensions and the sub-dimensions of the organizational structure of the Ministry of Health and Medical Education and units affiliated with the national center, in all cases, were almost one of the main challenges that affected the country's capacity to fight against NCDs. However, all units had a relatively good situation in terms of governance (mission statement, vision, and written strategic plan). The content analysis of experts' opinions on the low-capacity subdomains highlighted challenges and recommended capacity-building interventions. Transparency in methods and processes is necessary to allocate funding among various health programs and evaluate their effects through cost-effectiveness indicators. This study identified weak points or areas where capacity building is required. The root causes of low capacity and interventions to build capacity are listed in each dimension of the tool. Some of the proposed interventions, such as strengthening organizational structures, have the potential to impact other domains. Improving organizational capacity for NCDs can assist countries to achieve national and global goals with greater efficiency.

Epidemiologic Advances Generated by the Human Health Exposure Analysis Resource Program.

Epidemiologic Advances Generated by the Human Health Exposure Analysis Resource Program.

Diversity and inclusion: a local or a global issue?

Objective: This teaching case focuses on a multinational insurance firm from a developed country that decides to implement a global human resources program for diversity and inclusion (D&I) across all its branches, after realizing that some of them were already developing successful local initiatives on their own. This case is designed for graduate or undergraduate students in International Business or Human Resources disciplines, in Management and Business Administration courses. Method: This is an armchair case, based on both primary and secondary sources of information. Fictional company and character were created to illustrate the case, based on empirical evidence about many multinational insurance companies operating in Brazil. Relevance / Originality: This teaching case seeks to engage students in a discussion about how important it is to implement a D&I agenda in today’s companies, and how multinational enterprises (MNEs) should manage the duality of establishing a global program in such a sensitive matter, in which local diversity is so crucial. The case provide instructors with is a dynamic and active-learning way of teaching traditional global strategy concepts. The contemporaneity and importance of the D&I thematic allows for interesting discussions of traditional concepts. Theoretical contributions: Students are put in the protagonist’s shoes, thereby training their decision-making skills. Through dealing with issues of diversity and inclusion, students are expected to learn concepts of global strategy related to global integration (GI) versus local responsiveness (LR) strategies; subsidiaries and headquarters’ roles and contexts and traditional and reverse transfer of practices/knowledge.

WHY EMPLOYEES LEAVE? A BASIS FOR AN INTERVENTION PROGRAM TO COUNTER QUIET QUITTING

Human resource is the most important asset of an organization. How effective and successful a company is may depend on how engaged, motivated, and committed the employees are. Hence, human resource management aims to maintain a qualified workforce to help the organization succeed not only in the short run but also, in the long run. The study aims to determine the factors affecting employee turnover. It shall be a basis to counter employees’ silent disengagement from the organization and ultimately combat the turnover of quality people. The study used qualitative and descriptive research designs. The participants were limited to ten (10) employees of Pamantasan ng Lungsod ng San Pablo, San Pablo City, Laguna, Philippines. Specifically, it sought to answer the following queries: The demographic profile of the participants in terms of age range, status of appointment, years in service, sex, and whether they are working remotely or not; the factors affecting Quiet Quitting as perceived by the participants; the participants’ perceptions when classified according to demographic profile; and finally, the Human Resource program to counter Quiet Quitting.

WHY EMPLOYEES LEAVE? A BASIS FOR AN INTERVENTION PROGRAM TO COUNTER QUIET QUITTING

Human resource is the most important asset of an organization. How effective and successful a company is may depend on how engaged, motivated, and committed the employees are. Hence, human resource management aims to maintain a qualified workforce to help the organization succeed not only in the short run but also, in the long run. The study aims to determine the factors affecting employee turnover. It shall be a basis to counter employees’ silent disengagement from the organization and ultimately combat the turnover of quality people. The study used qualitative and descriptive research designs. The participants were limited to ten (10) employees of Pamantasan ng Lungsod ng San Pablo, San Pablo City, Laguna, Philippines. Specifically, it sought to answer the following queries: The demographic profile of the participants in terms of age range, status of appointment, years in service, sex, and whether they are working remotely or not; the factors affecting Quiet Quitting as perceived by the participants; the participants’ perceptions when classified according to demographic profile; and finally, the Human Resource program to counter Quiet Quitting.

If You Build it Will They Come? The Mediating Roles of Human Resource and Program Capacities

The amenity arms race among post-secondary institutions is driving the new development or expansion of campus recreation facilities. However, investing in new and larger campus recreation facilities may not necessarily translate into usage and ultimately provide the associated benefits to students. This study explored whether human resource capacity and program capacity are mechanisms that help explain the conditions under which facility capacity translates into facility usage. Secondary data were obtained from NIRSA's research and assessment initiative from post-secondary institutions in the United States ( n = 103) that contained measures of relevance to this study. Regression analyses with bootstrapping were conducted to examine the hypothesized relationships including mediation. Results identified that an indirect only mediation model (full mediation) was present, such that greater facility capacity translates into increased facility usage through human resource capacity and program capacity. Therefore, recreation professionals and programs are indicated as pivotal to making the most of facility capacity.

MODELS AND METHODS OF DESIGNING THE ORGANIZATIONAL STRUCTURE OF A VIRTUAL TEAM

The modern organizational system is constantly exposed to the turbulent internal and external environment. To ensure the effective implementation of projects, programs and project portfolios, the activities of all human resources should be rationally coordinated. The use of information systems for the management of the organization's activities is a rational toolkit for the implementation of such tasks. To develop this information system, organizational structures should be analyzed in order to develop a model of an information analytical system to support personnel decision-making. The positive and negative sides of various organizational structures of organizations are considered. The subject of the study is resource management in projects of safety-oriented systems. Management of human resource management projects and programs in the civil defense system. The purpose of the article is to improve the efficiency of human resources management of the civil defense system of Ukraine. Research methods: the method of analyzing hierarchies, graphodynamic theory, empirical research, analysis and synthesis. The following results were obtained: It is proposed to use the graphical form of presentation of organizational models that belong to safety-oriented systems. Conclusions: A model of a multi-agent information system has been developed. To solve the task of finding the optimal organizational structure, an efficiency criterion has been defined, according to which a comparative analysis of organizational structures will be carried out, and such a criterion can be the manager's expenses for the formation of a project team. Therefore, the formation of virtual teams allows you to effectively manage the human resources of the project. They are formed from a group of applicants who are united by a common goal. In the project team where a temporary virtual organization is formed, it is allowed to use special expert knowledge and at the same time the experts do not cross each other. Also, this format allows you to form teams that have geographic restrictions and at the same time save resources.

Cultural diversification, human resource-based coordination, and downside risks of multinationality

We take the multinational operational flexibility perspective to examine how human resource-based coordination allows multinational corporations to retain the flexibility value of multinationality in diverse cultures among host countries. We posit that home national expatriates, host country specialists, and cross-cultural training programs within the same company network promote cultural understanding, facilitate effective coordination, and consequently curb downside risks of multinationality. By employing the Tobit two-stage model on a large sample of Korean multinational corporations, we find that a broader existence of three human resource programs help curbing downside risks, and the downside risk reduction effect is stronger under high cultural diversification. These findings imply the positive roles of cross-cultural coordinative mechanisms in retaining the flexibility value of multinationality.

Multicultural and Diversity Management in Higher Education Institutions in the Philippines

The multicultural and diversity management (MDM) encompasses acceptance and respect, recognition and valuing of individual differences of the university stakeholders. This study determined the perceptions of the academic managers/ leaders towards multicultural and diversity management in a higher education institutions. This quantitative descriptive research determined the perceptions of 100 purposively selected academic managers/ leaders of selected higher education institutions in the Philippines. The researcher-designed questionnaire was administered online using Google Form. Data were analysed using frequency, percentage distribution, mean, and rank. The majority of the respondents belonged to the age group of 41- 50 years old. The respondents were dominated by males and were single. In terms of highest educational attainment, the majority of the respondents have a master’s degree with 1- 10 years of work experience. The majority of the respondents were Coordinators/Program Chairs who were Regular/Permanent employees. On the basis of the findings of the study, it can be gleaned that the majority of the respondents believed that multiculturalism and diversity management (MDM) in higher education institutions should be integrated with the human resources programs to improve the lenses of equality in the universities and colleges as a workplace. Most of them believe that the MDM program prepares employees for higher diversity in their team, as such; it helps in welcoming recruits with diverse backgrounds into the academic community and promotes a positive organizational culture. Respondents also believed that multicultural and diversity management in Higher Education Institution is one of the best ways that university employees and students can become accustomed to other cultures, nonjudgmental, respectful, and accepting of differences, receptive to different ways of thinking.

“Going beyond to deliver hip hospitality”: exploring motivation and job satisfaction of hospitality workers in Dubai

PurposeThis paper aims to explore the motivation and job satisfaction of employees in the hospitality industry in Dubai, using Herzberg’s two-factor theory of motivation.Design/methodology/approachThis qualitative research encompassed 20 interviews with employees at four different job levels from a 4-star hotel in Dubai, selected through purposive and quota sampling.FindingsFindings show that achievement, recognition and responsibility are essential motivators. However, these were sources of dissatisfaction amongst employees from the lower job levels. Leader quality is crucial to hygiene. Moreover, it is a key motivator and a powerful source of job satisfaction.Research limitations/implicationsThis cross-sectional study entailed a small sample size of 20 employees from one hotel in Dubai. Therefore, the only generalisation to theory is permitted and not to a broader population, such as hospitality workers from other hotels in Dubai or any of the other six United Arab Emirates.Practical implicationsThe two specific human resource programmes and practices presented in this paper can exert a positive influence on employees’ motivation and job satisfaction. This, in turn, will bring the hotel in a strong position to compete for motivated and competent human capital to deliver high quality guest services to gain a competitive advantage in the hospitality industry in Dubai.Originality/valueThis paper contributes to the literature first, by identifying the type of motivation of the hotel’s employees as follows: “prosocial motivation”, evoked by satisfaction with motivators and hygienes. Second, by presenting a “Satisfier and Hygiene model for Prosocial Motivation and Job Satisfaction”, illustrating the reciprocal relation between prosocial motivation and job satisfaction.

The Effects of Motivation and Competency on Human Resources Performance of Program Keluarga Harapan (Family Hope Program) in Banyuasin District

Motivation and competence are closely related to performance. Motivation and competence felt directly by the Family Hope Program's human resources program can reduce performance or increase the performance of the Family Hope Program. This research is conducted on the Family Hope Program in Banyuasin District. This study aimed to determine the effect of motivation, competence jointly and partially on human resources performance of the hope family program in Banyuasin District. The variables in this study were motivation and competence in performance. The population in this study was 133 human resources of The Family Hope Program in Banyuasin District with 57 samples. The sampling technique in this research was Simple Random Sampling. The results of data analysis in this study showed that together motivation and competence variables had a significant effect on the human resources performance of the Family Hope Program in Banyuasin District. Individually, the motivation variable has a significant impact on performance. The competency variable did not significantly affect performance, and the competency variable significantly affected the human resources performance of the Family Hope Program in Banyuasin District

The Effects of Motivation and Competency on Human Resources Performance of Program Keluarga Harapan (Family Hope Program) in Banyuasin District

Motivation and competence are closely related to performance. Motivation and competence felt directly by the Family Hope Program's human resources program can reduce performance or increase the performance of the Family Hope Program. This research is conducted on the Family Hope Program in Banyuasin District. This study aimed to determine the effect of motivation, competence jointly and partially on human resources performance of the hope family program in Banyuasin District. The variables in this study were motivation and competence in performance. The population in this study was 133 human resources of The Family Hope Program in Banyuasin District with 57 samples. The sampling technique in this research was Simple Random Sampling. The results of data analysis in this study showed that together motivation and competence variables had a significant effect on the human resources performance of the Family Hope Program in Banyuasin District. Individually, the motivation variable has a significant impact on performance. The competency variable did not significantly affect performance, and the competency variable significantly affected the human resources performance of the Family Hope Program in Banyuasin District

Expanding a Transition-to-Practice Program Into a Rural Residency

A multisite health system identified a need to improve recruitment and retention of rural nurse practitioners (NPs) through enhanced transitional support. In 2019, the health system collaborated with an accredited Midwestern doctor of nursing practice/family NP program to expand a transition-to-practice program into a 1-year residency program for new NPs. The residency was made possible through a 4-year Health Resources and Services Administration grant specifically for NPs hired in rural communities. This article describes the rural NP residency, including budget and human resource decisions, core curriculum, and program outcomes.

How Artificial Intelligence Transforms the Experience of Employees

Artificial intelligence brings large markets, including advertising, tourism, finance, policy, workplace education. We probably associated with Chabot's job (defined as an automated, but personalized, a conversation between software and human users). We plan to use Chatbots in the workplace to assist us in pursuing a new career, addressing human resource questions, and also accepting coaching and mentoring after using them further in our personal lives. Since Chabot digitizes human resource programs, workers can access HR solutions from anywhere. HR artificial intelligence can result in a more streamlined, scalable and user-driven employee interface. To find the convergence between artificial intelligence and human resources, HR executives started using Chatbots in recruiting, staff service, staff production, and preparing to create greater value for the company. Indeed, Chabot's can be treated as the HR team's newest participant, capable of quickly finding solutions to commonly asked questions. Since we've grown accustomed to Chabot's in our everyday lives, we intend to use them at work. Artificial intelligence is changing how career applicants and workers interact. Five operational procedures are supposed to kick-start this new transformation when managers begin to implement artificial intelligence plans and roadmaps: 1. Experiment with different Chatbots to learn artificial intelligence. 2.Develop a joint strategy for HR, IT, Real Estate, Communitarians and Digital Transformation cross-functional partners; 3.Recognize how deployment can affect the technology roadmap; 4 Identify new job tasks that will make full usage of AI in HR; 5 Improve the understanding of artificial intelligence in the workplace by the HR team.