Human Resource Management Issues Research Articles

Improve Teaching Quality with Aggressive Support

[ILLUSTRATION OMITTED] The new Administration and Congress have their jobs cut out for them in education. Here are six strategies to get them started. Teachers are education's greatest unnatural resource. Students in American public schools cannot depend on steady access to capable teachers. The reasons are complicated, preserved by a history of unequal local funding and democratic control, bureaucratic organization and unionization, rapid expansion and segregated attendance patterns. Access to good teaching is a major factor in student learning, and American schools --and American achievement gaps--require good teaching now more than ever. Supplying qualified teachers to all schools is a critical concern, and the federal government has an important role to play in this mission. Based on a review of federal teacher policy, we have identified recommendations for achieving less regulation, enhancing and targeting recruitment, encouraging more innovation around incentives and accountability, reforming teacher preparation and entry standards, paying greater attention to issues of human resource management and policy coordination, and developing state and federal information systems to track key indicators (Sykes and Dibner 2009). Mission and Strategy for Federal Teacher Policy The federal government should stimulate promising ideas, study alternatives closely, disseminate best practices, and build capacity at state and district levels. Four basic goals should inform the federal teacher policy agenda. GOAL #1 Attract and retain qualified teachers for high-need schools and districts. Poor students in poor schools don't have access to the best teaching. This stubborn problem has roots in how our education system has been constructed over the years. Past measures to equitably distribute quality teachers have been only moderately successful, so bolder approaches are needed. The new administration should make this a top priority. No single policy can make a difference, but a combined body of policy coordinated across federal, state, and local levels could stimulate improvement. GOAL #2 Attract and retain qualified teachers for high-priority fields. Recruiting qualified teachers in the STEM fields--science, technology, engineering, and mathematics--is of utmost importance. These subjects will build human capital for the new economy, and there is ample evidence that the U.S. has longstanding teaching shortages in these fields. Other shortage areas that also need attention include teachers for English language learners, special education, and foreign languages. GOAL #3 Attract and retain high-priority candidates to teaching. Teaching needs to be aggressive about attracting a diverse pool of academically able students from colleges, as well as other talent pools. Furthermore, research suggests that minority teachers are more likely to work in schools with higher percentages of poor and minority students (National Collaborative on Diversity in the Teaching Force 2004). Because these schools have suffered historically from lack of access to high-quality teaching, high teacher turnover, and other inequities, providing these schools with academically talented minority teachers presents a critical challenge in better serving those communities. GOAL #4 Improve teacher and teaching effectiveness. Improving teaching effectiveness is another important goal. This broad aim may be accomplished through a wide range of policies that include new uses of incentives, better preparation and development, enhanced working conditions, and others. In addition, research on what constitutes teacher and teaching effectiveness, together with better measures and indicators, will be a critical component of an overall strategic approach. A Federal Teacher Policy Agenda Our proposed federal teacher policy agenda is built around six main strategies that, taken together, can make a difference. …

Human Resource Management Challenges in the Hotel Industry in Taiwan

Contemporary international literature identifies three major human resource management (HRM) issues as being critical in the hospitality industry across the globe, both currently and in the future. They are: service quality, training and development, and staff recruitment and selection. This study involved interviews with the most senior managers in a sample of chain hotels in Taiwan nominated by the hotels as being responsible for HRM. This study explored whether three major HRM issues identified in the literature are perceived as important by Taiwanese hoteliers. The results suggest that although most participants perceive these issues as significant and challenging, they are focused mainly on operational rather than strategic solutions for dealing with these issues. It is argued that the current and emerging challenges facing the industry demand an approach to HRM that is far more strategic than the traditional focus of personnel administration. The implication is that HRM has a key role to play in creating and sustaining competitive advantage in hotels. A particular strength of this study was its use of face-to-face interviews, which enabled a more intensive exploration of the thinking of participants than is often the case with quantitative surveys.

Issues in library human resources management

PurposeThe purpose of this paper is to provide a discussion of the benefits of succession planning and open communication between administration and staff when an employee leaves their employment at the library.Design/methodology/approachThis paper used the personal expertise of the author who has been a professor of human resources management as well as a library consultant to all types of libraries for over 15 years.FindingsThis paper proposes that every library organization should follow a five‐step succession planning strategy to guarantee a smooth transition when an employee leaves for whatever reason. The paper also proposes an open and honest communication policy when an employee is terminated to ease the anxiety of the rest of the staff.Originality/valueThis paper helps the library director and the library department manager more intelligently handle the necessary transitions when an employee leaves their employment.

Issues in library human resources management

PurposeThe purpose of this paper is to provide a guideline for a good employee relations program in any type of library organization.Design/methodology/approachThis paper used the personal expertise of the author who has been a professor of human resources management as well as a library consultant to all types of libraries for over 15 years.FindingsThis paper proposes the concept of LISTEN – learning, involvement, structure, training, empathy, and needs – as the basis of a good employee relations program, emphasizing the importance of being attentive to the needs and expectations of employees.Originality/valueThis paper helps the library director and the library department manager more intelligently manage employees.

Preparation, support and training requirements of South African expatriates

A major issue in international human resource management is the failure of expatriates. The failure rate of expatriates has been reported to range anywhere between 10 and 80 percent, costing multinational enterprises (MNEs) between US$40 000 and US$1 million for each failed assignment. In order to address the problem it is recommended that MNEs provide sufficient preparation, support and training to not only the expatriate but also to their trailing spouses and children. This research has, however, proven that not only are South African MNEs not providing the preparation, support and training required by their expatriates, they are also falling short in the preparation, support and training provided to expatriate’s trailing spouses and children. The research does, however, provide guidelines on the preparation, support and training that can be offered to expatriates, their trailing spouses and children.

HRM practices and systems within South‐Asian small businesses

PurposeThe aim of this paper is to highlight differences and similarities in human resource management (HRM) practices between first‐ and second‐generation South Asian entrepreneurs and the extent to which such practices support an integrated HRM system.Design/methodology/approachThe paper draws its theoretical underpinning via five “generic HRM functions” and practices, i.e. selection, appraisals, reward, development, and strategy. To help understand the application of such practices from an ethnic dimension, 42 semi‐structured interviews were carried out with two ethnic groups. The two groups chosen were first‐ and second‐generation Sikh and Pakistani Muslim entrepreneurs from micro and small businesses situated within the Greater London area. In addition, nine businesses across both ethnic groups were selected to complete the multiple (comparative) case‐study stage of the research. Investigation was conducted within the phenomenological paradigm.FindingsThe paper notes that differences and similarities between the two generations are based more on sectoral location and type of business with minor instances of cultural and generational nuances. With regard to the development of an integrated HRM system, the evidence suggests that time, cost and expertise are considered constraining factors and, as such, respondents adopt an informal ad hoc approach. Interestingly, although this informality is common within the business, respondents are in fact leaving themselves exposed to breaches of employment law.Practical implicationsThe paper supports the literature, whereby training and advice for EMBs that emphasise formal procedures may be counterproductive. Instead, direction should be given to ensure that HRM practices stress accountability, control and connectedness, help to reduce any perceived risk of litigation, and ensure that statutory requirements are met.Originality/valueThe paper offers unique insight into an unknown entity, namely HRM issues within ethnic small businesses.

Using job embeddedness factors to explain voluntary turnover in four European countries

The aging of the European workforce coupled with existing deficits of skilled workers in vital sectors (e.g., information and communication technology) make the attraction and retention of skilled workers a critical strategic human resource management issue. The large-scale, multi-country study reported in this article investigates the causes of voluntary turnover. The study is based on a large European dataset that contains information about a wide variety of variables that have been shown to influence voluntary turnover. The results indicate that the traditional turnover model, where ease of movement and desirability of movement are regarded as important predictors of turnover, receives support. Importantly, the study also shows that a new theory of employee retention – job embeddedness – explains a significant amount of variance above and beyond the role of demographic and traditional variables. In sum, the evidence suggests that the turnover decision is not only about the individual's attitudes towards work or about the actual opportunities in the labour market, but also job embeddedness.

Issues in library human resources management

PurposeThis paper aims to explain the rules and regulations for using independent contractors in a library setting.Design/methodology/approachThe paper uses the personal expertise of the author who has been a professor of human resources management as well as a library consultant to all types of libraries for over 15 years.FindingsThe importance of treating independent contractors very differently from employees is emphasized. The paper provides a step‐by‐step guideline on the compliance issues by which every library and independent contractor must abide to guarantee a legitimate relationship in the eyes of the Internal Revenue Service.Originality/valueThis paper helps the library director and the library department manager more intelligently use independent contractors within the operation of a library organization.

Personenorientierte Koordination internationaler Aktivitäten in Entwicklungs-NGOs – Fallstudienanalyse und Entwicklung eines Bezugsrahmens

Das (Personal-) Management und die Organisation von internationalen Entwicklungs- NGOs sind bisher wenig erforscht. Ziel dieses Beitrags ist es, Aufschluss darüber zu gewinnen, wie diese Organisationen ihre internationalen Aktivitäten koordinieren und welche Einflussfaktoren hier eine Rolle spielen. Im Fokus stehen dabei die personenorientierten Koordinationsinstrumente. Der vorliegende Beitrag liefert Ergebnisse einer qualitativen empirischen Untersuchung in fünf deutschen international tätigen Entwicklungs- NGOs. Im Ergebnis zeigt sich in diesem Sample erstens die hohe Bedeutung von Entsendungenund persönlicher Interaktionen als Koordinationsmechanismen sowie zweitens, dass die Wahl der personenorientierten Koordinationsmechanismen insbesondere mit den Projektspezifika variiert, während die Aufgabenspezifika nur einen indirekten und die Organisationsspezifika kaum einen Einfluss besitzen. Hieraus ergeben sich Implikationen sowohl für die Praxis als auch für die weitere Forschung.

NEW TRAINING TECHNOLOGIES AND THEIR USE IN TRAINING AND DEVELOPMENT ACTIVITIES: SURVEY EVIDENCE FROM LITHUANIA

There is emerging evidence that new technologies are related to improvements in productivity. Nevertheless, in considering the relationship between new technology and productivity, it is vital to consider human resource management and development issues due to their mediating effects on the relationship between new technology and productivity. This paper focuses on training technologies, especially e‐learning. The increasing use of new technologies to deliver training and to store and communicate knowledge means that trainers must be technologically literate. That is, they must understand the strengths and weaknesses of new technologies and implementation issues such as overcoming users’ resistance to change. The paper reports the findings of a study of 724 Lithuanian employees, which revealed relatively weak usage of new technologies and e‐learning in human resource development processes.

Small firms, the paid maternity leave debate in Australia and the business case

PurposeThe purpose of this paper is to examine the management of maternity leave in small firms and particularly to explore the perceived costs and benefits of paid maternity leave (PML). PML is a universal right in some countries (i.e. the UK), but not in Australia where most private sector female employees only have access to 12 months unpaid maternity leave. It also aims to explore how the business case for (or against) PML is constructed in small firms.Design/methodology/approachThe study was limited to smaller firms operating in the business services sector in the same regional area. Semi‐structured interviews were conducted with eight employers and female employees in six of these firms. Analysis by theme was undertaken within and across interview transcripts.FindingsNot one of these small firm employers offered PML and the cost of doing so was not considered to outweigh the benefits already realised through the (legislated) unpaid maternity leave scheme. In these firms maternity leave was managed in an informal way with notions of flexibility – give and take – characterising what happens.Originality/valueThe paper addresses the lack of research on access to family‐related leave policies in small firms. Employer and employee views of the issue are drawn upon, the latter not often being heard. The paper contributes to understanding the construction of the business case for a specific issue in smaller firms and human resource management from a resource‐based view more generally in smaller firms.

Multinational corporations and industrial relations research: A road less travelled

While there is a large body of academic debate surrounding human resource management issues in multinational corporations (MNCs), industrial relations (IR) issues often fail to receive the same degree of attention. This paper attempts to move the debate forward by critically reviewing some of the key debates surrounding IR in an international context. First, some key themes surrounding the comparison of industrial relations across borders and IR in multinational companies are delineated and defined. Then, the reasons why an international IR (IIR) perspective has been under‐represented in the literature to date are considered. The paper then explores the contribution which an IIR perspective can bring to the study of management practices in MNCs. This is discussed in terms of IIR's potential contribution as an alternative analytical approach and also differences in its substantive coverage. The impact of IR systems on MNC location and relocation decisions, key issues for employees, trade unions and managers of MNCs, is then discussed as an example of the former. The potential for, and evidence of, international collective bargaining as a potential counter‐balance to the power the MNC in the global environment is then considered as an example of a differing area of substantive coverage of IIR. Finally, some avenues for potential study are outlined.

The Very Separate Worlds of Academic and Practitioner Periodicals in Human Resource Management: Implications for Evidence-Based Management

In this article the authors examine the differences between academic journals that deal with theoretical questions of personnel management and periodicals that investigate human resource management issues that occur in real-life situations. They note that there is a significant difference between human resource management as practiced in an academic setting as opposed to in the workplace. The management process known as “evidence-based management” is examined, the practice defined as an application that allows managers to use social science and organizational research to handle personnel matters.

Human resource management in the Georgian National Immunization Program: a baseline assessment.

BackgroundGeorgia's health care system underwent dramatic reform after gaining independence in 1991. The decentralization of the health care system was one of the core elements of health care reform but reports suggest that human resource management issues were overlooked. The Georgian national immunization program was affected by these reforms and is not functioning at optimum levels. This paper describes the state of human resource management practices within the Georgian national immunization program in late 2004.MethodsThirty districts were selected for the study. Within these districts, 392 providers and thirty immunization managers participated in the study. Survey questionnaires were administered through face-to-face interviews to immunization managers and a mail survey was administered to immunization providers. Qualitative data collection involved four focus groups. Analysis of variance (ANOVA) and Chi-square tests were used to test for differences between groups for continuous and categorical variables. Content analysis identified main themes within the focus groups.ResultsWeak administrative links exist between the Centres of Public Health (CPH) and Primary Health Care (PHC) health facilities. There is a lack of clear management guidelines and only 49.6% of all health providers had written job descriptions. A common concern among all respondents was the extremely inadequate salary. Managers cited lack of authority and poor knowledge and skills in human resource management. Lack of resources and infrastructure were identified as major barriers to improving immunization.ConclusionOur study found that the National Immunization Program in Georgia was characterized by weak organizational structure and processes and a lack of knowledge and skills in management and supervision, especially at peripheral levels. The development of the skills and processes of a well-managed workforce may help improve immunization rates, facilitate successful implementation of remaining health care reforms and is an overall, wise investment. However, reforms at strategic policy levels and across sectors will be necessary to address the systemic financial and health system constraints impeding the performance of the immunization program and the health care system as a whole.

Promoting the informal sector as a source of gainful employment in developing countries: insights from Ghana

Although the informal sector continues to be the main source of employment in developing countries, little empirical research has been conducted into the human resource management (HRM) issues surrounding this sector in sub-Saharan Africa. Against this background, this study seeks to highlight the HRM issues, such as training and employment strategy, which are assuming increasing importance in the informal sector in developing countries. After reviewing the marginalist and structuralist debates on the informal sector, the paper looks at the Ghanaian government's attempt to transform the sector into a source of national economic development, entrepreneurship and self-employment. As part of this examination, the paper explores the question of whether the government's strategies can provide jobs for all who need them. Based on the evidence of the empirical research, the paper argues that although the current Ghanaian government's informal employment strategy is a product of political expediency and, therefore, prone to pitfalls, it nevertheless constitutes a worthwhile attempt to combat unemployment in the long term. The paper also contends that in environments of perpetual economic crisis, which undermine the ability of sub-Saharan African (SSA) governments to generate adequate growth, it makes good socio-economic sense to promote the informal sector as a significant source of employment. The government's strategy should, therefore, be seen as an attempt to help the informal sector generate a level of employment above the marginal and survival. In this respect, the Ghanaian experience provides useful lessons for other SSA countries grappling with similar unemployment problems.

Emerging strategic people management of coalmines in Central Queensland

PurposeThe aim of this paper is to set a research agenda which will explore the link between strategic human resource management (HRM) and business performance of the coal industry in Central Queensland, Australia.Design/methodology/approachKey performance indicators of coalmines are collected from official statistics and other publicly available records. A survey instrument is to be designed and used to collect data related to experiences and perceptions of managers and employees in coalmines. Statistical tools are used to test interrelationships between key variables.FindingsThe research will be the first empirical study of the link between strategic HRM and business performance of the coal industry. The research outcomes will contribute to the body of knowledge concerning the relationship between strategic HRM and business performance. Studying people management practices in the coal industry enables us to paint a clearer picture of the key HRM issues currently faced by the industry. As management educators, we may be more able, as a result of this study, to provide solutions to some identified problems in the industry.Originality/valueThe coal industry is very important to sustainable regional economic development. An analysis of the impact of people management approaches to business performance is likely to lead to identifying some best practices that can be potentially adopted in the wider regional business community.

The human resource management issues during an acquisition: the target firm's top management team and key managers

When a company is acquired, the amount of money paid for the company is normally some multiple of earnings. The assumption is that the purchase price is higher than the tangible assets of the company. Therefore, the acquirer believes that there is value in the company beyond the balance sheet of the company. Frequently, some percentage of the ‘premium’ paid by the acquiring company is for the top management team and/or key managers. This paper examines the role of the top management team and their retention on the post acquisition performance of the company.

History and HRM in the central Asian states

AbstractThis article identifies the influence of history and economic, political, and social systems on human resource practices in five independent central Asian states, or “Stans,” that were formerly part of the Soviet Union. This is a fascinating region undergoing rapid change, not always smoothly, in an area of strategic importance to Asia and beyond. The period since independence has been a time of declining well‐being, especially in education, health care, and economic prosperity, for most of the people in the region, but there is hope that the future will be better. These rapid changes have influenced human resource practices, and the article highlights current and desired practices and provides foreign academics, businesspeople, and expatriates with knowledge about human resource management (HRM) issues in central Asia. © 2006 Wiley Periodicals, Inc.

The complexity of managing human resources in Peru

This article describes how the politics of human resources have changed in Peru, and how this change played an important role in the reforms that occurred throughout the 1990s. Throughout the article, we examine how the size and the type of organization influence the generation of human resource management. For example, some medium-sized businesses have successfully integrated their human resource management with its central competencies, experiencing positive economic and financial business results. Other companies chose to circumvent human resource management issues by outsourcing or using contract workers, relegating the role of human resources to a peripheral role. Transnational organizations bring many methods and selection processes, promotions, evaluations, training and salary determination. The article ends with a comparative analysis between the formal and informal sector of the national economy with respect to human resources practices.

Patent-based inventor profiles as a basis for human resource decisions in research and development

Profiles of inventors' technological competence are a valuable source of information for decision-making in research and development (R&D) management, e.g. concerning inventor assessment, human resource development and R&D team-building. In the following exposition, a new method of inventor profiling will be put forward, which is based in particular on semantic patent analysis and multidimensional scaling. First, in the course of semantic patent analysis, specialized software, equipped with a natural language processor, reads the patent text transferring the contents into a subject–action–object–format (SAO). The extracted SAO structures are then used to create similarity matrices for patents or patent sets, respectively, according to a specific similarity value. Subsequently, an inventor competence map can be produced by means of multidimensional scaling. The benefits of this method for R&D-related issues in human resource management will be illustrated by the example of a German mechanical engineering company. Two distinct types of profiles were generated and tested: (i) the profile of a single key inventor and (ii) a profile of key inventor sets. The single key inventor profile gives information on the range of competence, i.e. the homogeneity or heterogeneity of a certain inventor's competences, providing far more detailed insights than resorting to bibliographic data like international patent classification (IPC) classes or citations, whereas the latter kind of profile establishes the position of a certain key inventor in relation to others, helping to highlight specific groups of inventors and their domains. These results are clearly apt to support human resource management.