Human Resource Management Approach Research Articles

Unwaged labour intensified: Volunteer management and work targets at a UK charity

Volunteer management is an expert practice which aims to maximise the productivity and efficiency of volunteers’ activities, by adapting Human Resource Management (HRM) approaches to voluntary work settings. Sociological and social anthropological studies of volunteering have not explored the significance and effects of volunteer management in sufficient detail. This article critically examines the historical emergence of volunteer management in the UK, and explores its contemporary practice at a charity providing counselling services by phone and online. Using data drawn from an ethnographic study among volunteers and staff at this charity, I examine how management practices were calibrated to encourage volunteers to achieve productivity targets. Volunteers’ workloads increased as a result, but management strategies also portrayed a willingness to work intensively as a key measure of altruistic and compassionate motivations. Drawing on feminist analyses of the constitutive nature of service work for workers’ subjectivities, I examine how volunteer management strategies engaged volunteers at the level of affect in order to align their attitudes, feelings and behaviours with the achievement of targets. My argument contributes new insights to sociological and social anthropological debates about volunteering and its relationship to employment, by evaluating how the values of productivity, efficiency and value for money, all of which cohere within volunteer management expert practice, come to animate and reorder the experiences of volunteering.

Reputable Relevant Realistic Reliable and Rigorous Human Resource Management Strategic Approaches and Practices in the 21st century

Human resource management is a multi-dimensional and complex phenomenon comprising a number of management themes. Without reputable, relevant, realistic, reliable and rigorous Human Resource Management strategic approaches and practices, companies can fail to effectively operate in a global market. The world has become interconnected as companies operate in a competitive global market economy. Even though Human Resource Management continuously gains scholarly attention yet there are still many gaps in it which need attention. There is no conclusive research on Human Resource Management strategies and approaches in the management of complex workplace issues. These complex issues faced today include convergence, divergence and cross-vergence of International Human Resource Management approaches, Cross-Cultural Management, Reward Strategy, Talent Management, and Control or Commitment Strategy. This paper provides a springboard for a better understanding of the Human Resource Management strategies, approaches and practices in the management of complex workplace issues. Appropriate management of people endows companies with unique and indispensable capabilities and capacities needed for differentiating and survival in a global market economy. The paramount goal of an organisation is to meet and satisfy customer needs and to be a market leader. Reputable, relevant, realistic, reliable and rigorous Human Resource Management strategies can help to fulfil the needs of customers, thereby increasing company profitability.

Changes in the corporate human resource management

Subject. The obvious turnover and insufficient involvement of staff may turn rather dear for the company, especially when it concerns the promising talent, who were trained thoroughly for a long time. Human Resource Management (HRM) is especially critical for those entities which take care of their competitive advantages driven by innovative employees. That is the reason for new approaches to building and managing the crucial resource of modern corporations – people. Objectives. I examine changes in managers’ routine as new HRM methods are adopted, creating new success drivers and competitiveness of the entity. Methods. The methodological basis comprises proceedings that try to find new methods for entities to raise their competitive advantages by enhancing the quality of HRM. The study employs methods of generalization, comparative analysis, theoretical modeling, decomposition. Results. I provide the rationale for new HRM methods, in addition to the traditional method of competence. The article sorts out changes that were seen in managers’ routine of operational decision-making for strategic staff management. Conclusions. HRM methods are difficult to replicate. So, the development of the HRM approach can become a sustainable driver of the corporate competitiveness. Companies shall invest abundantly in people and business processes, which is, on the one hand, an operational task, and, on the other hand, a vital process implementing the strategy, that shall be necessarily maintained by top managers.

Ambidextrous Relationships and Social Capability as Employee Well-Being: The Secret Sauce for Research and Development and Sustainable Innovation Performance.

This study examines the effects that ambidextrous relationships, i.e., oriented relationships within a firm towards the development of exploitation activities and oriented relationships towards the development of exploration activities, have on employee performance in terms of creativity, research and development (R&D), and sustainable innovation performance. We contend that informal relationships affect employee creativity and R&D. However, formal relationships affect employee creativity and sustainable innovation performance. The purpose of this study is to inject new positive relationships into firms by examining ambidextrous relationships and the moderating role of social capability in the relationships–innovation effect. We empirically tested our hypotheses by using multisource data collected from 245 Spanish firms across 14 industries. Our structural equation models suggest that these two types of relationship predict employee creativity, which in turn increases sustainable innovation performance and R&D. The results reveal that the effects between informal relationships and creativity are stronger, as are the effects between formal relationships and sustainable innovation performance. A multigroup structural analysis also reveals that effects between informal and formal relationships, employee creativity, R&D, and sustainable innovation performance are stronger within firms that have employees with high social capability. The efforts and investments made in employee social capital support the development of new ideas, R&D, and innovation success. Support is provided for an ambidextrous Human Resource Management (HRM) approach which is relevant for innovation, and several practical recommendations and implementation guidelines for Small and Medium Enterprises (SMEs) are provided. This study provides a plausible explanation of two important management mechanisms for enhancing creativity—R&D and sustainable innovation performance. Relationships are malleable, and this study suggests that fostering formal and informal relationships might hold the key to sustainable innovation performance and unlocking desirable employee behavior.

WITHDRAWN: Volunteer selection at a major sport event: A strategic Human Resource Management approach

ABSTRACT Volunteers have long been regarded as an essential part of the staging major sport events both to encourage community participation and to contain labour costs. Major sport events often attract a large pool of applicants which exceeds the number of volunteer positions available. Selecting the best qualified applicants for available positions requires volunteer selection processes that are fair, effective, and efficient from both the volunteer and event organising committee perspectives. Using a Strategic Human Resource Management (SHRM) approach, the authors investigated factors that predicted the selection of applicants interviewed for volunteer positions from the perspective of a major sport event organiser. Using deidentified data from all volunteer applications (n = 53,234) for the 2018 Gold Coast Commonwealth Games, the authors identified a number of factors that predicted the likelihood of an applicant being selected for an interview for a volunteer position. SHRM principles were applied to volunteer selection decisions but in a limited way. The authors found some evidence of links between volunteer selection decisions and the overarching strategies of the Games. However, these decisions prioritised the short-term goal of filling volunteer positions to stage a successful Games rather than longer-term strategic goals. The research contributes to better understanding links between major event HRM strategies and volunteer selection, identifying factors which predict volunteer selection, and possible limitations in the application of volunteer database management systems from a SHRM perspective.

Teaching staff development by using competency-based human resource management approach: analyzing cases of Saigon University and University of Social Sciences and Humanities, Vietnam National University – Ho Chi Minh City

The competency-based human resource management is a trend in the context of higher education reform in the 21st century. The quality of education is increasingly focused, and the improvement of the quality of educational managers and teaching staff becomes a goal in a university’s strategic plan. This leads to a necessary for universities to identify core competencies and build competency frameworks that are consistent with the institutions’ strategy to promote the implementation of innovation of all aspects of universities (Vakola, M., Soderquist, KE, Prastacos, GP, 2007). Depending on the socio-economic context and conditions of each institution, educational managers choose or combine paradigms of human resource management to enhance the efficiency in the development of quality of teaching staff, contributing to boosting universities’ capacity adapting for new requirements of education innovation. Based on the theory of human resource management, the paper analyzes the situation of human resource management, especially the development and training of teaching staff at two departments of 2 public universities in Ho Chi Minh City. Thereby, the paper proposes some suggestions for the implementation of human resource management based on competencies to improve the universities’ teaching quality and meet the requirements of fundamental and comprehensive innovation in the field of Viet Nam education and training in the 21st century.

Модель развития компетенций рабочих и специалистов, как элемент маркетинга персонала в системе управления персоналом

Subject. Strategic management of human resources defi nes the general direction in which the organization intends to follow, solving strategic problems and achieving the planned objectives. Such management defi nes in the long term practice of formation and development of human resources, managements of indicators of personnel work, etc. The modern competitive strategy of improvement of quality of labor in modern productions, has to be based on formation at workers of the key competences caused by branch specifics. Purposes. A main objective is to open one of human resource management approaches — marketing of the personnel representing the system of relationship of the organization with personnel. In modern conditions marketing of personnel promotes planning and realization of functional management of human resources. Methodology. For achievement of the planned results modeling methods — a structurization method are used. Results. Need of use of personnel marketing as resource-saving mechanism is proved in a personnel management system: the model of development of competences of workers and experts as one of elements of personnel marketing directed to increase in labor productivity in structural divisions of the oil company is off ered; it is provided creations of the centers of development of competences of organizational structure of large corporations and its interaction with the structural divisions which are responsible for development of a production system, the educational organizations and the companies which are carrying out the assessment of competences. Conclusions. Within the research it is noted that the model of development of competences of workers and experts has to be in the center of attention when forming the development strategy of the organization, representing one of elements based on which the organization forms competitive advantages of the personnel.

Institutional context and human resource management in Nigeria

PurposeThe purpose of this paper is to explore how the institutional context influences human resource management (HRM) policies in the public and private sector in Nigeria.Design/methodology/approachThe convergent parallel mixed methods approach was adopted for this study. Survey data were collected from 122 HR managers across public and private sector organizations in Nigeria as well as 13 qualitative interviews. ANCOVA was used to analyse quantitative data while thematic analysis was used to analyse qualitative data in order to understand the influence of institutions on HRM in the public and private sector in Nigeria.FindingsFindings indicate that while coercive, mimetic and normative institutional mechanisms influenced HRM in both the public and private sector, the influence of coercive mechanisms was significantly higher in the public sector, largely due to the poor enforcement of labour legislation and attempts by private sector organizations to adopt neo-liberal approaches to HRM.Originality/valueThe study provides an understanding of the institutional context of HRM in Nigeria by highlighting how varying degrees of pressures from the environment create internal diversity in HRM approaches in the public and private sector.

Revisiting Green Supply Chain Management Practices: The Mediating Role of Emotional Intelligence

Environmental problems are one of the major concerns in China due to booming industries and large-scale production. Manufacturing industries must change the traditional approaches of production and supply chain management practices to cope with environmental issues. For this purpose, a multidisciplinary and empirical study has been conducted in China. In the manufacturing industries around the world, there is a noticeable transition in human resource management approaches toward green human resource management (GHRM). However, green training could be considered as a critical element of GHRM and could be used as an instrument to trigger emotional intelligence (EI) of the employees, which could make them more responsible toward the external environment and result in improved green supply chain management (GSCM) practices. Similarly, regulatory pressures could also enforce manufacturing industries to contribute positively to GSCM practices. In addition, taking into account the two critical functions of GSCM practices, that is, green purchasing and eco-design, this research study attempted to bring under consideration that GSCM practices could be enhanced through EI as well. For this purpose, data were collected from 250 manufacturing industries of China through a convenient sampling technique, and structural equation modeling was applied through Smart-PLS version 3.2.7 to measure and validate the model of this study. The findings of the study revealed that GSCM practices could be improved through regulatory pressures, and EI could be used as a mediating factor to enhance the relationship between GHRM (green training) and GSCM practices.

Supporting women scholars’ paths to academia: An examination of family-friendly policies of public affairs doctoral programs

ABSTRACT Despite earning roughly half the doctoral degrees in public administration, women remain underrepresented in public affairs programs, particularly in senior positions. Studies describe a leaky pipeline from which women exit the academic career, and there is growing interest in removing administrative, structural, and cultural barriers facing women scholars as well as supporting healthy career-life balance. Considerable research examines family-friendly workplace initiatives for faculty, yet little attention is paid to the availability of such policies for students. Drawing from archival and survey data, this study investigates the availability of specific family-friendly policies for doctoral students of public affairs programs in the U.S., potentially effective human resource management approaches to addressing exit points between graduate school and faculty membership. Findings reveal inconsistent and relatively insubstantial provision of formal policies; however, informal workarounds appear to be a common strategy for meeting the needs of graduate students who become parents during doctoral studies.

Upaya Optimalisasi Kinerja Pegawai Koperasi Serba Usaha (KSU) Padurenan Jaya Kudus Melalui Holiday Exchange

<p>This article discusses human resource management approach Koperasi Serba Usaha (KSU) Padurenan Jaya so that the optimization of employee performance can be achieved. The approach in question is a holiday exchange. This study uses a qualitative method with a field research approach. The results of this study indicate that the holiday exchange approach applied at KSU Padurenan Jaya has proven to be able to improve services to members and increase the cooperative business results (SHU). The application of this system is also in accordance with Islamic business ethics, which refers to the value of unity and responsibility so that it affects the flexibility of management in determining holidays.</p>

The role of electronic human resource management in diverse workforce efficiency

Orientation: Diversity management, focusing on developing and appreciating diverse ideas and building relations among diverse employees, and new electronic human resource management (e-HRM) approaches to employees, often leave employees feeling disrespected and indignant. Thus, instead of human resource practitioners, harnessing the strategic role of e-HRM towards value creation for people and organisation, e-HRM has taken a dehumanising turn.Research purpose: This research questioned how technological changes affecting e-HRM could optimise and enable diversity.Motivation for the study: Current literature does not adequately address this e-HRM dilemma impacting on HRM.Research approach/design and method: A qualitative exploratory case study was used to determine how and to what extent the application of e-HRM technology implementation impacted on diversity management. The human niche and ecological model theories help explain the nature of employees’ interactional relationships and coping mechanisms when intervening factors such as e-HRM are introduced respectively.Main findings: The research revealed disconnectedness between e-HRM, individuals and groups, affecting efficiency. Further research is required to improve humanistic approaches for e-HRM implementations.Practical/managerial implications: Application of human niche theory may guide a more participative approach from the onset. Leaders and managers who follow a pure transactional approach may fuel employee isolationism and hamper diversity management through technology in e-HRM.Contribution/value-add: Our findings provide insight into the unintended consequences of diversity. We indicated how e-HRM systems can lead to relational breakdown in a developing country context. Technology should be integrated in managing diversity, and not just focused on operational efficiencies.

Deploying strategic human resource management approaches to raise organizational performance

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This conceptual paper concentrates on so-called universalistic and contingency approaches to strategic HR management, both of which were found to boost organizational performance. The universalistic approach applies general HR best practices, whereas a contingency approach is tailored to the company's own operational atmosphere. Finally, the study advocates that manifesting a creative climate yields a higher performing workplace. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

An Affordance Approach to EHRM-Based Employee Voice Outcomes

While employee voice found its way in a range of contemporary human resource manage-ment (HRM) approaches, the interplays between employee voice and information technology (IT) and their outcomes for employees remains scarcely researched. We study CompanyMirror (CM), an eHRM system allowing employees to report their work satisfaction via mini-surveys and make anonymous comments at frequent intervals. The intended outcome of CM is empowering employees to suggest improvements and participate in organizational change. Through an affordance lens on qualitative data from three case studies, we investigate how the intended em-powering outcomes inscribed in CM actually unfold within different organizational contexts. Our analysis shows that a dynamic interplay between communicative and epistemic affordances and constraints as well as several contextual factors on the individual and organizational level lead to empowering but also disempowering voice outcomes, with the system’s materiality and manage-rial accountability playing the most crucial role. The article adds to a context-sensitive perspective of employee voice and its outcomes.

Sustainable Human Resource Management: A Literature-based Introduction

The concept of sustainability has deeply penetrated in all functions of management such as supply chain, organisational behaviour, human resource, strategic management and so on. But recently, sustainable human resource management (S-HRM) has garnered a significant amount of attention from industry practitioners and academicians due to the escalation of adverse impact of existing HRM approaches on employees, society and the environment ( Mariappanadar, 2003 , International Journal of Social Economics, 30(8), 906–923; 2014a, Human Resource Management Review, 24(4), 313–329; 2014b, Sustainability and Human Resource Management, Springer). Human resource sustainability is being desired by all because of its notable implications for both the employees and the organisations. Previous literature establishes that human resource management (HRM) practices play a vital role in determining organisational success and survival. Furthermore, the harmful impact of high performance work systems and their existing HRM practices on the well-being of employees and their families has made it even more pertinent for industry practitioners to identify mechanisms to reduce employee harm and increase human resource sustainability for organisational growth and well-being. A research report by the Society for Human Resource Management in 2010 and a few other scholars claim that S-HRM can help HRM practitioners to reduce the negative impact of business practices on employees, society and the environment ( Cohen & Taylor, 2012 , HR’s role in corporate social responsibility and sustainability; Daily & Huang, 2001 , International Journal of Operations & Production Management, 21(12), 1539–1552; Dumitrana, 2009 , Human resources role in sustainable development). However, S-HRM has been studied sporadically, and there is a lack of convergence in its understanding. It has been broadly defined with the help of various perspectives borrowed from literature on strategic HRM, corporate social responsibility, Green HRM and sustainable work systems. This article aims to explore the existing literature of S-HRM to develop a deeper understanding of the concept. Through a comprehensive literature review, this article also highlights the evolution of S-HRM along with its implications for employees, HR managers and the organisations that have been studied in the previous literature.

MAIN CHALLENGES OF HUMAN RESOURCES MANAGEMENT IN EMPLOYEE CAREER DEVELOPMENT

It is known that the creation of a perfect product / service is directly connected to the qualification of the employees. Competition between companies has led to any organization that needs to constantly improve its product / service. The company can offer the novelty only through the employees. In addition, the process of establishing the novelty must be permanent. Thus it makes clear the need of management for the process. Obviously this is not easy because it is associated with the management of living people, with the development of creative skills, which is unpredictable. Witch is the responsibility of human resources management. The survey examines that the Human resource management must overcome for employee career development. In the article the discussion is about human resource management approaches to strategic management, development, motivation and corporate culture of employees. The structure of the article: introduction, researches review of the relevant direction, career development research findings, main challenges and recommendations. The study showed an interesting picture in terms of career development. We hope that the findings of this study will provide Human resources management specialists with a clear understanding of the challenges and will pay more attention to the career development of the employees. the problems and challenges.

An Empirical Study in Human Resource Management to Optimize Malaysian School Counselling Department

This conceptual paper is to study the departmental improvement that needs to be implemented at Malaysian Schools Counselling Center by integrating Human Resources Management Practices. The study reviews literature on the Historical Background of Malaysian School Counselling Center and human resource management practices. The paper goes on to analyse factors and perceptions that is needed for revamping a systematic Counselling and Career Development Center in schools. Furthermore, its operational needs relevant human resource management approach which will contribute towards building the future human capital via the school systems. As human capital is the backbone of any country, it has become essential for any nation to produce the right human capital to ensure the workforce of the country is able to develop well balance country from political, economic and socially. However, there is rising challenges for the education sector to produce and feed the talents and various initiatives have been addressed in the Malaysian Education Blueprint 2013- 2025(MEB) by the Ministry of Education Malaysia. Hence, pilot study will be carried out at two governments secondary school in Malaysia located in an urban and a sub urban platform and to contribute at end of the research towards improvement in schools counselling center by using Human Resource Management approach. It is also aim that can support future studies can be carried out based on the practical implementation.

An Empirical Study in Human Resource Management to Optimize Malaysian School Counselling Department

This conceptual paper is to study the departmental improvement that needs to be implemented at Malaysian Schools Counselling Center by integrating Human Resources Management Practices. The study reviews literature on the Historical Background of Malaysian School Counselling Center and human resource management practices. The paper goes on to analyse factors and perceptions that is needed for revamping a systematic Counselling and Career Development Center in schools. Furthermore, its operational needs relevant human resource management approach which will contribute towards building the future human capital via the school systems. As human capital is the backbone of any country, it has become essential for any nation to produce the right human capital to ensure the workforce of the country is able to develop well balance country from political, economic and socially. However, there is rising challenges for the education sector to produce and feed the talents and various initiatives have been addressed in the Malaysian Education Blueprint 2013- 2025(MEB) by the Ministry of Education Malaysia. Hence, pilot study will be carried out at two governments secondary school in Malaysia located in an urban and a sub urban platform and to contribute at end of the research towards improvement in schools counselling center by using Human Resource Management approach. It is also aim that can support future studies can be carried out based on the practical implementation.

Model Approach to Development Human Resources in Higher Education

Human Resource management is necessary for higher education institutions, because it is seen to enhance the achievement of the objectives of institutional effectiveness. To reach this objective, the study of human resources management by an educational institution to be very important, because it will be able to show how educational institutions should acquire, develop, use, evaluate, and maintain employee quantitatively and qualitatively. Development of human resources is sensed as to the personal empowerment of employees. Empowerment is done with the intention that potential, abilities and basic skills possessed by employees can be enhanced or may be used as an effort to shore up the smooth implementation of activities. In the concept of human resource development are two sides of profits, personal first employees to be more professional, well-trained and able to act decisively and quickly. On the organizational side of human resource development brings the advantage of implementation of the well, as supported by HR that has been professionally trained, and can reduce costs for training and further education. From a number of management functions are initiated by management experts, the main component of management are considered capable of facing future challenges universities as academic institutions include "planning, resource management, and assessment of results" These three major components will proceed in determining the shape of each cycle which one another at every stage of management. With the assessment of the results, will be able to describe the performance of college management. Performance evaluation then became the basis for planning the next stage of management, therefore, the planning process is dynamic (dynamic planning) and not static. Planning compiled based on performance evaluation to be a reference in designing the resource management within a few years. Overall management process should be conducted in a professional, effective and efficient in order to create good governance colleges. In the PP. No. 66 of 2010 stated that the management of the education unit is based on the following principles: Nonprofit, Accountability, Guarantor of quality, transparency and equitable access. While the model of development of human resources management approach is: a model of clerical, legal, financial, managerial and humanistic models. Human Resouce Development practices, employee performance results will look better and increase if the principles of human resource management universities applied in practice management and delivery of higher education. As the cornerstone of the general implementation of human resource development of quality higher education is to use humanistic approach. Because the use of humanistic approach, will be able to balance the provision of education between clerical and financial concepts.

Emotional intelligence of the HR decision-maker and high-performance HR practices in SMEs

PurposeThe purpose of this paper is to examine the influence of the emotional intelligence (EI) of the person in charge of making human resource management (HRM) decisions on the adoption of high-performance human resource (HR) practices in small- and medium-sized enterprises (SMEs).Design/methodology/approachThis study takes evidences from 157 HR decision makers in SMEs who autonomously make the decisions in the HR area and were responsible for the HR practices in their firm. The authors used multiple linear regression analysis to test the hypotheses.FindingsResults show that both the EI and the different EI competencies of which it is comprised affect the adoption of various HR practices. Thus, the main theoretical contribution of this work stems from the incorporation of a psychological variable (EI) as an antecedent of HRM. Managers of the SME will find guidance about which emotional competencies are the most important for them to be more successful in their roles and for improving HRM.Research limitations/implicationsFirst, the sample of firms the authors studied is limited to a specific geographic area in one country – Spain (Canary Islands) – that will necessarily limit generalisation of the results obtained to other populations of SMEs. Researchers should replicate the current model in other geographic areas. Second, and with regard the methodology, researchers could explore other tools to measure EI and emotional competencies. It would be interesting to measure this construct using qualitative analytical techniques, with 360 – or 180 – degree tools. Finally, the current study is cross-sectional in nature, which limits our ability to draw causal inferences from the data. This cross-sectional design prevents us, for example, from analysing EI’s influence on the continued development of high-performance HR practices over time. Future research using longitudinal methodologies to study these variables could provide additional advances in this area. This work makes important contributions to both the literature and the business world. With regard to the theoretical implications, results confirm that EI as a whole, as well as in terms of its specific emotional competencies, affects the decision making related to the adoption of high-performance HR practices, which is known to contribute to the organisational performance.Practical implicationsWith regard its practical implications, SMEs’ owners-managers and HR practitioners may find our results and conclusions interesting. Indeed, recommendations in business management have often been accompanied by new approaches in HRM (Kent, 2005), as this study proposes. In particular, managers will find evidence of how a decision-maker’s higher EI propitiates the adoption of high-performance HR practices, thus being able to improve HRM in their SMEs. Moreover, managers will obtain guidance on which emotional competencies are the most important for adopting each HR practice, and so find greater success in their HRM roles. SMEs could organise programmes to develop the HR decision-maker’s emotional competencies, as large firms do for their executives.Originality/valueThus, the main theoretical contribution of this work stems from the incorporation of a psychological variable (EI) as an antecedent of HRM. Managers of the SME will find guidance about which emotional competencies are the most important for them to be more successful in their roles and for improving HRM.