Concept Of Human Resource Management Research Articles

Green HRM in Pursuit of Environmentally Sustainable Business

Environmental sustainability is generating increased concern among business executives, governments, consumers, and management scholars. Amidst the stakeholders' struggle and the challenges and opportunities from environmental concerns, HRM function joins the ongoing discussions and debates. The business domain sees the genesis of Green HRM with the expanding role of the HRM function in pursuit of environmentally sustainable business. Are HRM (or simply, HR) policies and practices getting transformed to incorporate a new way of work for people? The ‘green' way? In view of this, the paper intends to explain the concept of Green Human Resource Management, the companies' approach towards green HRM, its advantages, policies and practices. The paper discusses the current trends of green HRM practices in companies based on findings from a few studies, survey reports and secondary data from companies' web resources. It also brings out the role of HRM function towards creating a ‘green' culture in companies.

Organization of Controlling the Intellectual Potential of Company Personnel

The article aims to develop a structural model of controlling as a modern concept of human resources management in achieving strategic and operational objectives of the corporation and in developing the intellectual potential of employees. The process approach is defined as the basic approach to the study of this problem, producing the continuous improvement and development of employees’ intellectual potential. The developed system of controlling, providing an estimate of the corporation personnel intellectual potential, reveals the reserves of the personnel performance optimization, of the incentives and growth measures. The article submissions may be useful in practical terms for executives of the corporation, personnel officers in developing the strategy and organizing the personnel management system of the enterprise.

Emerging Trends in Human Resources Management and the Savvy Supervisors in the Nigerian Oil and Gas Industry

This paper attempts to spotlight human resource management as a fundamental part of the role of any supervisor. In this paper, the human resource manager refers to the supervisor of three or more reports in a business unit not minding the existence of the human resource department in the organization. This view is in line with the emerging trend in the human resources management arena. Thus every attempt is made towards a brief presentation of the various aspects of human resource management, the emerging trends confronting the human resource management practitioner and the features of the emerging human resource management concept with particular reference to the savvy supervisor in the Nigerian oil and gas business environment. Human resource managers are relinquishing responsibilities hitherto domiciled in the confines of the human resources department, by tradition, and pushing them down the line to employees’ direct supervisors. The advantage, many believe, is the likelihood of a better engaged employee pool in the organization. The extent and willingness of human resource practitioners to respond to this paradigm shift is yet to be fully seen in the Nigerian oil and gas industry. The writer presents suggestions for supervisors to consider in improving their human resource management skills and how to leverage the support that is required from the human resource department in implementing the culture change.

Research on HRM under Internet Environment

Human resource management is the mainly field of Internet business applications. The impact of the Internet on corporate human resource management can be summarized as changing macroeconomic environment, improve openness, democracy and scientific human resources management. The Internet has changed market environment of human resources, resulting in a shortage of talent required to change people's knowledge structure, the structural supply and demand of talent more prominent. Internet lead to faster flow of talent, but also conducive to business properly treat and handle the flow of talent problem. Internet help enterprises realize the sharing of human resources, increase the likelihood of sharing scarce talent while gain a better talent to share results. Internet can promote human resources management reform to keep up with the management of information technology and networking pace, but also to promote changes in corporate human resources management concept.

Illusion or delusion--Lean management in the health sector.

There has been considerable interest in the implementation of practices imported from manufacturing into healthcare as a solution to rising healthcare spending and disappointing patient safety indicators. One approach that has attracted particular interest is Lean management and the purpose of this paper is to engage with this topic. Secondary research. Despite widespread enthusiasm about the potential of Lean management processes, evidence about its contribution to higher organisational performance remains inconsistent. This paper engages with the major Lean concepts of operations management and human resource management, including just-in-time, total quality management, total productive maintenance and does not engage in-depth with concepts related to employee empowerment, and training This paper contributes to the organisational management literature in healthcare by showing that although Lean management seems to have the potential to improve organisational performance it is far from a panacea against under performing hospitals. It informs policy making by suggesting that a progressive managerial philosophy has a stronger impact on healthcare performance than the adoption of practices from any particular managerial approach. This paper provides a critical evaluation of the impact of Lean practices in informing healthcare policy. The paper contributes to the organisational management literature in healthcare by showing that even though Lean management in healthcare appears to have the potential to improve organisational performance; there remain problems with its application.

Relationship between Corporate Social Responsibility and Human Resource Management - as new management concepts – in Central and Eastern Europe

Corporate social responsibility (CSR) as a management concept based on the creation of a balance between economic, social and environmental goals is more and more accepted as an indicator of the success of the company as a whole and as a possibility for the achievement of sustainable development. In one of the most important developments in this area, in 2001 when the Commission of the European Communities brought the Green Paper for Promoting a European framework for Corporate Social Responsibility, the main definitions about CSR and external and internal dimension have been explained. Inside the internal dimension human resource management (HRM) was emphasized as an area which is primarily included in the CSR practices. Since employees and managers are usually seen as very important factors of successful CSR implantation, in this paper the relations between these two concepts are analyzed. Based on the above mentioned, the aim of this study was to explore the existence of CSR in organizations from the Central and Eastern European (CEE) region and the relationship between CSR and HRM. The analysis was done trough the exploration of the differences between organizations that have or not CSR statements in relation to the level of environmental matters and existence of the HRM action plans. Subjects of the research are the concepts of CSR and HRM, as well as the empirical analysis of data from the countries of Central and Eastern Europe (CEE) and Serbia related to the implementation of CSR in organizations. Based on data obtained in the Cranet research project from 2008 to 2010, it has been explored whether companies from CEE and Serbia have statements on social responsibility, or doing business based on some unwritten standards, and if there is a connection between these statements, the level of environmental matters and HRM practices in the organizations. Statistical techniques as descriptive statistics, crosstabs, chi-square tests and ANOVA test were used in SPSS Version 17.0. Based on the literature review on CSR and HRM, as well as on data analysis the authors attempted to explain the connection between these management concepts. DOI: http://dx.doi.org/10.5755/j01.ee.25.3.4222

Strategic Optional for Sustainability in Human Resources Management in Tertiary Institution

Efficient human resources management in any human organization has a tremendous impact on employer’s morale, achievement of organizational goals and maximal productivity. Thus, the degree to which an organization achieves its goals depends greatly on how the human resources are effectively managed and utilized. Therefore, this paper examines the concept of human resources management, rationale for human resources management and the relevance of human resources in tertiary institutions. Finally, the paper discusses how best human resources could be managed and maintained to enhance personnel efficiency in tertiary institutions in Nigeria.

Employee interests in the light of human resource management concepts

Representation of employee interests is addressed, as reflected in the modern human resource management concepts. By attending to the need of respecting employee interests, companies may greatly increase their chances of reaching company business objectives and increase their effectiveness, as a result of improved employee involvement. Direct and indirect expressions of this aspect in modern HRM concepts are discussed. Specifics of local approaches to the realization of employee interests are discussed, based on empirical studies of more than 200 companies operating in the Lower Silesia region of Poland. Based on the study results, the authors demonstrate that the practice of management in the area under study is only in part consistent with the model representations of human resource management, as recommended in professional literature.

Xtranormal Learning for Millennials

Encouraging students to actively engage with course material is an ongoing challenge for many management educators. One common tactic is to use various technologies that allow tech-savvy Millennial Generation students to take a more active role in their learning. In this article, we describe an innovative group project that challenges students to integrate Xtranormal (text-to-video software) into a role-play exercise. This project was incorporated into undergraduate human resource management courses at two universities. Qualitative self-report student learning data were collected over the course of three semesters from 210 students. The data offer insights into why and how this project excited the students and positively affected their perceptions about designing and evaluating a training session, applying training concepts, and demonstrating other human resource management concepts. We found that providing students an opportunity to use Xtranormal resulted in a number of learning outcomes, including creative freedom that enhanced engagement with the material, greater understanding and application of concepts, and training method and design competency, among others.

Relabelling or new Approach: theoretical insights regarding Personnel Management and Human Resource Management

The business challenges like globalization, profitability through growth, technology integration, intellectual capital management, continuous change influence not only the way the organizations are structured and managed, but also determine the language of management. As a result some terms emerge and other terms are rejected. However, to what extent the development of the language signify the difference between old and new terms? The question concerning just relabeling or repackaging old things is relevant in the scientific literature.A debate about changing the terminology from „personnel management“ to „human resource management“ attracted huge attention among scientists (Guest, 1987; Clark, 1993; Legge, 1995; Henry and Pettigrew, 1990, Torrington, 1989; Armstrong, 2000; Cakar, Bititci & MacBryde, 2003; Boselie, Brewster & Paauwe, 2009) underlying the “rhetoric” of human resource academics and the “reality” in the organizations.The paper starts with the development of human resource management concept, emphasising that the 1980s and 1990s are the time of the significant change in the context and content of the way in which people were managed. Drawing to the prior research, the paper identifies three main stages in the process of human resource management formation.Acknowledging that human resource management concept is controversial (Storey, 1995), the paper presents two approaches as regards personnel management (PM) and human resource management (HRM): some scientists highlight the revolutionary nature of HRM (Legge, 1989, 1995; Keenoy, 1990; Storey, 1993; Guest, 1987, 1990; Hope-Hailey et al., 1997), meanwhile others (Torrington, 1989; Armstrong, 2000) deny the relevant difference in the concepts of PM and HRM.Seeking to provide the answer to the question – does HRM differ from PM? – the paper attempts to provide the definitions of HRM, however states that a widely acknowledged definition of HRM does not exits, although the definitions of HRM disclose four HRM dimensions: high commitment, high quality, flexibility and strategic integration.To better reveal the nature of HRM, the paper provides some insights on the similarities of PM and HRM highlighting that some of similarities are viewed in the literature as differences also.Finally assessing that the differences between PM and HRM can be seen as a matter of emphasis (Armstrong, 2006), the main differences of the concepts are presented in this paper. This brings to conclusion that in the scientific literature the distinction was made between PM and HRM and the term “human resource management” is now mainly used as synonyms for “personnel management”.DOI: http://dx.doi.org/10.5755/j01.ee.24.3.1618

Strategic HR: Success Key to Organizational Effectiveness

The management concept with a resource-based view among organizations is based on the critical importance of the human resource element, gaining competitive advantage through positioning itself as a strategic and an integral part responsible for attaining a paradigm shift in the field of organizational effectiveness. Astonishingly, the human resource management field has accepted a number of suggestions for the new role of manpower in organizations for strategic purposes, but it is lacking in its formulation and execution. This raises a question - where should human resource management focus upon (the superior executor role) to build human resource as strategic human resource? Through this paper, we wished to analyze the strategic issues concerned, and attempted to find how the answer to the aforesaid question can be appropriately given, and also aimed to analyze the degree of organizational effectiveness and organizational competency achieved through the evolved concept of strategic human resource management (SHRM).

HRM vs Industrial Relations: a Comparative and Theoretical Evaluation of Two Disciplines

In recent years, significant changes are experienced in practice as well as theory to the field of industrial relations. Globalization, rapid progress in the field of technology, such as reduction of the importance of class conflict factors affect the industrial relations field. In this paper, the perspectives of (IR) Industrial Relations and (HRM) Human Resource Management disciplines within the framework of the text books compared. During the first part of this comparison information about the conceptual framework of the discipline of industrial relations. In the second part referred to the concept of human resource management. In the last chapter of human resource management and industrial relations textbooks, certain themes will be examined in a comparative framework. Thus, the perspectives of the two disciplines against each other is aimed.

Analysis of Improvement on Human Resource Management within Chinese Enterprises in Economic Globalization

In this study, we analysis of improvement on human resource management within Chinese enterprises in economic globalization. China’s entry into WTO has accelerated the economic globalization pace of Chinese enterprises and Chinese economy is further integrated with the global economy in a global scope. Human resource is what economic globalization of Chinese enterprises relies on, the first resource for China to participate in the international competition and is also the key to make effective use of other resources. Nevertheless, under the background of economic globalization, human resource management in Chinese enterprises is still faced up with quite a lot of challenges and problems. In order to establish a human resource management concept of globalization and set up a human resource management mechanism to respond to the economic globalization, this study makes a discussion and proposes management method and improvement measures for reference.

Organizational citizenship Behavior as Attitude Integrity in Measurement of Individual Performance Appraisal

Quality of Human Resource represent one of the factor which to increase performance productivity an institution or organization. Therefore, needed Human Resource having high interest because interest or membership will be able to support the make-up of employees performance achievement. During the time at generally in governance institution not yet had officer with adequate interest, proved with still lower officer productivity and is difficult measure officer performance (in) governance institution scope. Performance Management System in a modern concept of human resource management is an objective and transparent performance measurement model of Organizational Citizenship Behavior in giving reward to individual's sacrifice for organization. Three main elements of individual's sacrifice performed in Organizational Citizenship Behavior (OCB) are compliance, loyality, and participation.The organization shoud appreciate these attitudes by giving clear job description and brief rewardsystemcriteriato encourage the individual's job motivation. Combined with theindividual assessment of job description, job grading is used to compile a correct Key Performance Indexand a precise salary component. The aim of this action research is to give a comprehensive solution for Hospital X, in order to determine a Key Performance Indexsmodel, in response to some problems such as jobmotivation, work stress and performance. An interviews with hospital's director and Human Resources section was conducted to compile the KPI. The results of this research can be recommended to the hospital to make a comprehensive performance assessment consist of the review of employee's job descriptions, Key Performance Indicator (KPI), job grading, specifying fundamental salary based on work,Bonus Scame and score summary.

Trends in Australian human resource management: what next?

This article examines the trends in Australian human resource management (HRM) policies in the last fifty years. It briefly reports on the practices used in the period from the 1960s to the early 1990s and provides a brief description of the characteristics of the concept of strategic human resource management (SHRM). The article then examines the results of four surveys co‐ordinated by the Cranet Network and conducted in Australia between 1996 and 2008–09. These surveys show there have been strong trends of HRM policies becoming more calculative and individual, a reduction in the role of collective organisations, the adoption of some HRM policies regarded as more effective than others and the development of the roles of HRM managers and HRM departments. There was increasing use of flexible working practices, greater use of performance appraisals, the development of policies such as career planning methods, career break schemes and targeting older workers and women. The representation of human resource managers on boards increased between 1996 and 2008–09.

Strategic human resource management and its linkage with HRM effectiveness and organizational performance: evidence from India

The human resource management (HRM), once responsible for record keeping and maintenance, has evolved into a strategic partner. This has led to the emergence of the concept of strategic human resource management (SHRM). Despite the increasing importance of SHRM, there is still a paucity of empirical evidences from the emerging nations. Keeping in mind the fact that India is one of the fastest growing markets today, a need was felt to explore the SHRM terrain in the Indian context. On the basis of an extensive literature review, four types of fit vis-à-vis SHRM were identified. Collectively called the SHRM Inventory, these were empirically tested to establish unidimensionality, reliability, and validity. Thereafter, the four types of fit were linked to effectiveness of HRM function and organizational performance using Structural Equation Modeling capabilities of LISREL. Mixed support was found for the hypothesized relationships. This study has implications for both academicians and practitioners. The contributions of this study include the development of a reliable and valid instrument, namely, the SHRM Inventory, which is expected to aid researchers in the analysis of SHRM in other countries. The study is expected to serve as a guide in understanding the status of SHRM in India, as opposed to studies in traditional HR areas that have been the focus of research in India till now.

Facing the Development of SMEs Based on Human Resources Management

SMEs are important part of the national economy. The level of human resources management in an enterprise ultimately determines the competitiveness of enterprises and effective development and scientific and rational management of human resources is the key to the business success. Therefore, how to strengthen and improve the enterprise human resources management are the urgent issues in the development process of current enterprises. The article analyzes the prominent problems in SMEs’ human resources management from human resource perspective, taking Zhengzhou Wuhua Lamp Company for example. It puts forward how to strengthen and perfect the SMEs’ human resources management and gives some countermeasures and suggestions, also highlights the importance of "people-oriented" concept of modern human resources management and provides valuable suggestions for SMEs’ health development.

Effort based performance measurement in business process management

AbstractThis paper presents a holistic methodology and associated toolset for business process modelling and analysis. The importance of integrating performance measurement (PM) indicators and tools in business process management has been identified in the literature as well as contemporary approaches that attempt to give a solution to this problem. However, most of these approaches propose solutions based on theories and techniques used in other disciplines or research fields which approach the issue of performance measurement in BPR from their individualistic perspective. In the majority of cases the proposed theories and techniques prove to be inadequate to measure performance holistically and integrate, organizational, human resource management, process management and workflow management concepts. The resulting methodology and toolset is based on business analysis ratios that define and measure key performance indicators in qualitative and quantitative terms and identify the relationships between them. These ratios allow enterprises to achieve a performance evaluation tool for continuous improvement in their attempt to respond and adapt quickly to turbulent markets. The performance measurement toolset (called ADJUST) is used for (1) planning different reorganization scenarios for the achievement of desired performance, (2) for assessing real time performance and (3) reporting deviations from desired planned performance.In order to monitor and assess real time performance the ADJUST software tool provides interfaces to three kinds of management tool categories, namely: Process management tools (PMT): business models, cycle time, primitive cost, etc. Human resource management (HRM) tools: job descriptions, performance measures, etc. Workflow management (WFM) tools: transactions, business rules, workflow models, etc. The ADJUST business analysis engine is based on employee effort analysis and provides meta‐analysis of data analysed in PMT and HRM tools. Data like activity sequencing, cycle times, primitive costing, etc. from PMT tools are analysed in ADJUST in order to assess the percentage of high‐business and low value added activities, mission‐non mission activities, concentration analysis, etc. Knowledge management elements are integrated to job descriptions and associated with performance measures and workflow elements. Similarly, job descriptions and performance measurement data that are provided by HRM tools are analysed further in terms of cost to manage, principal‐agent analysis etc. In the case of WFM tools the ADJUST system provides not only meta‐analysis of workflow processes, transactions and document flows but also dynamic monitoring of their performance in real time. Copyright © 2011 John Wiley & Sons, Ltd.

Introduction: Islam and human resource management

PurposeThe purpose of this paper is to introduce this special issue on Islam and human resource management (HRM).Design/methodology/approachThe paper introduces the papers in this special issue, which further current understanding of the association between Islam and HRM, and HRM practices in Islamic countries. The papers debate whether it makes sense to talk about an Islamic HRM, and try to identify the key features of an Islamic HRM model that is substantially distinctive from existing normative models of HRM.FindingsThe papers examine the impact of Islamic values on HRM practices and organisational outcomes, but more research is needed to gain a deeper understanding of the role Islam plays at the work place, and specifically how Islamic ideals, culture, values and norms are used in practice and implications thereof on workplace environment and overall organisational performance.Originality/valueThe paper introduces the concept of Islam and human resource management.

Human resources in artificial insemination of beef cattle: profile of managers and inseminators

The objective of the present study was to outline the profile of managers and inseminators involved in beef cattle artificial insemination programs to characterize the management processes involved in this activity. Additionally, by interviewing managers and inseminators, it was searched to detect particularities concerned to personal life and work that can be used to evaluate the quality of life of inseminators on farms. The open questions were analyzed by frequency of answer, after being grouped by similarity. Accordingly to the results, managers associate the concept of human resource management to work supervision, mainly, prioritizing technical factors such as professional experience and indexes in the selection processes, although problems in interpersonal relationships have been shown as the main reason for dismissal. In general, education level of the inseminators is not good because most of these workers studied only to the first series of primary school. Inseminators prefer conventional artificial insemination although they recognize that fixed-time artificial insemination can make animal handling on the farm easier. The performance of these workers seems to be determined more by interpersonal relationships than by the salaries.