Human Resource Policies Research Articles

HR Policies and its Implementation

This paper explores the importance of human resources (HR) policies in organizations and their practical implementation. The document discusses the various HR policies that are necessary for the smooth functioning of an organization, such as recruitment, selection, training and development, performance appraisal, compensation, and employee retention. It also highlights the challenges faced by organizations in implementing these policies effectively. The paper concludes that a well-crafted HR policy framework, coupled with practical implementation strategies, can contribute significantly to the success of an organization

Regulating for gender equality in the Australian Public Service: Extending Dickens’ tripod of regulation

Western governments have used regulation to progress gender equality for workforces in both the private and public sectors, yet gender equality has not yet been achieved. While governments have used various regulatory forms, Dickens (1999) argued that a tripod of collective bargaining, legislation and human resource policy would progress gender equality. Little consideration has been given to how these elements of the tripod fit together. We apply Dickens’ tripod to examine the regulation of gender equality in one Australian public sector. We use institutional analysis, drawing on historical and current documents, legislation, collective bargaining frameworks and human resource policy to examine how the regulatory tripod interlocks, and whether renewed commitments to public sector gender equality can be achieved in the current regulatory environment. We identify regulatory incongruence within the Australian public service and argue for improved congruence to progress gender equality, although we also note that congruence on its own does not lead to better outcomes. We identify that the legs of the tripod are not mutually reinforcing and that all legs need to be supported by better implementation. We extend Dicken's tripod to provide a new path to progress public sector workplace gender equality, enriching both theory and practice.

A comparative study of the work–life balance experiences and coping mechanisms of Nigerian and British single student-working mothers

PurposeRecent gender-related research has focused on how gender affects work–life balance (WLB), particularly whether men and women have similar difficulties balancing work and family demands. However, to broaden WLB research beyond its concentration on employees to a different population, this study investigates the WLB experiences of single student-working mothers.Design/methodology/approachThis article uses a qualitative study using three focus groups to compare Nigerian and British single student-working mothers' WLB experiences and coping strategies or mechanisms adopted in these two contexts.FindingsThe findings indicate that, regardless of nationality, single student-working mothers are affected by inter-role conflict, role ambiguity, role strain, role overload and external role pressures, which make achieving WLB a herculean task. Nevertheless, given the different political, economic and socio-cultural landscapes of the two countries, the extent to which the aforementioned factors impact single student-working mothers varies and influences the range of coping mechanisms adopted in the two contexts.Practical implicationsThe insights gleaned from this study suggest that there are huge challenges for single student-working mothers in terms of achieving WLB due to their status as students, workers and mothers. Combining these roles negatively affect their WLB and level of productivity and effectiveness, at home, at work and at university. This poses significant implications for human resource structures, policies and practices. The authors suggest that single student-mothers should learn from their counterparts' experiences and coping mechanisms, and that organisations and government should also provide adequate support to help them combine their challenging roles. This would ease the tension associated with combining multiple roles and enhance their well-being and WLB.Originality/valueThe study calls for a re-examination of WLB policies and practices at organisational and national levels to ensure that single student-working mothers are well supported to enhance their productivity and WLB.

Remote working and occupational stress: Effects on IT-enabled industry employees in Hyderabad Metro, India.

In the present study, the researchers reported the results of an empirical study on remote working and occupational stress and their effects on employees' job satisfaction, motivation, and performance. Remote working has three subscales: self-proficiency, technology, and teamwork. Intrinsic and extrinsic motivation subscales were included to assess employee motivation. A simple random sampling method was used to select the subjects who are employees of the IT-enabled industries in Hyderabad Metro. A total of 513 responses were obtained on the remote working subscales-the effect on the independent variables, namely, employee self-proficiency, technology, teamwork, and occupational stress, on the dependent variables, namely, job satisfaction, intrinsic motivation, extrinsic motivation, and performance. The measured Cronbach's alpha was in the range of 0.64-0.77, other reliability statistics split-half (odd-even) correlation was in the range of 0.62-0.84, and theSpearman-Brown prophecy was in the range of 0.70-0.91, demonstrating the reliability and internal consistency of the research instrument. The general linear model results indicated that all the independent variables, namely, self-proficiency, teamwork, and Occupational stress, are statistically significant and influence the outcome variables. The general linear model results also indicated statistically significant age differences in the dependent variables; however, there were no statistically significant gender differences. Of the independent variables, self-proficiency influences job satisfaction, intrinsic motivation, and performance (p < 0.01); teamwork influences employee job satisfaction and extrinsic motivation (p < 0.01 and p < 0.05); and Occupational stress influences performance (p < 0.01), which are statistically significant and thus influence the outcome variables. The model predicted a statistically significant influence of age (p < 0.01) on all the dependent factors, namely, job satisfaction, intrinsic motivation, extrinsic motivation, and performance. The study revealed that remote working is one of the major factors causing anxiety and employee stress. The main reasons are the absence of interaction with peers, the absence of routine fun during breaks, and work-family conflicts. Another observation is that the absence of peer-employee interaction demotivates the employees as there is no competition among the employees during remote working. The authors recommend that organizations develop an integrated human resource policy and performance management system that addresses the issues of employee stress, remote working concerns, peer-employee interactions, and pandemic-type situations. As there are several factors such as occupational stress, job satisfaction, motivation, peer interactions, and remote working concerns, employee stress-coping strategies affect the performance of an employee. The multiple mediation analysis indicates no statistically significant influence of the mediator variables, i.e., occupational stress and job satisfaction, on performance through remote working.

Research engagement and research capacity building: a priority for healthcare organisations in the UK

PurposeTo research involvement of healthcare staff in the UK and identify practical organisational and policy solutions to improve and boost capacity of the existing workforce to conduct research.Design/methodology/approachA mixed-method study presenting three work packages here: secondary analysis of levels of staff research activity, funding, academic outputs and workforce among healthcare organisations in the United Kingdom; 39 Research and Development lead and funder interviews; an online survey of 11 healthcare organisations across the UK, with 1,016 responses from healthcare staff included for analysis; and 51 interviews of healthcare staff in different roles from six UK healthcare organisations.FindingsInterest in research involvement is strong and widespread but hampered by a lack of systematic organisational support despite national policies and strategies to increase staff engagement in research. While useful, these external strategies have limited universal success due to lack of organisational support. Healthcare organisations should embed research within organisational and human resources policies and increase the visibility of research through strategic organisational goals and governance processes. A systems-based approach is needed.Research limitations/implicationsThe research gathered data from a limited number of NHS trusts but these were purposively sampled to provide a range of different acute/community health service organisations in different areas. But data was therefore more detailed and nuanced due to a more in-depth approach.Practical implicationsThe findings are relevant for developing policies and practice within healthcare organisations to support research engagement. The findings also set out key policy and strategic recommendations that will support greater research engagement.Social implicationsIncreased research activity and engagement in healthcare providers improves healthcare outcomes for patients.Originality/valueThis is a large scale (UK-wide) study involving a broad range of healthcare staff, with good engagement of nurses, midwives and Allied Healthcare Professionals who have not been previously achieved. This allowed valuable analysis of under-researched groups and comparisons by professional groups. The findings highlight the need for tailored action to embed research reporting, skills, professional development and infrastructure into organisational policies, strategies and systems, along with broader system-wide development.

“We’re Better than Most”: Diversity Discourse in the San Francisco Bay Area Tech Industry

AbstractDespite recent efforts to diversify their workplaces, tech companies remain predominantly White, Asian, and male—drawing on in-depth interviews with 50 tech workers in the San Francisco Bay Area, this article examines how these workers think about the term “diversity” with respect to their own companies. While previous research on diversity within organizations largely centers on Human Resource professionals or policy makers, this article unpacks how workers themselves define and discuss diversity. Although most respondents acknowledged a “diversity problem” in the tech industry, they saw their own companies as “better than most.” They made this claim by 1) drawing relative comparisons with other tech companies; 2) citing evidence of efforts their companies were making to increase diversity; and 3) using expansive definitions of the term “diversity.” Yet perceiving their companies as “better than most” may breed a kind of complacency where workers consider their companies “above average” on diversity when they look similar to other companies. These interviews provide evidence that the diversity initiatives at tech companies – while not necessarily effective in reducing racial or gender inequality – are effective in convincing some workers that their companies are diverse. This article provides insight into why efforts to increase diversity within organizations may stall.

3 Innovative Human Resource Practices: An Absolute Necessity for Industry 4.0 (A Select Study of Saudi Arabia ICT Sector in Age of Opportunities)

A recent study says that organizations must change their human resource (HR) policies in order to adapt to Industry 4.0. This study focuses on the link between Industry 4.0 and three important HR practices: training and development, job design, and performance appraisal. All of these things have a direct effect on motivation in the workplace. It's a new way to look at the most innovative management techniques that encourage a culture of continuous improvement at work so that the company can keep up with industry 4.0 improvements and incorporate them. Human resources (HR) departments need to be proactive about using these new technologies and staying up to date on the skills they need. Employee training and development is a term for educational activities within a company that are meant to improve employees' knowledge and skills, as well as to teach them how to do certain tasks better. The content, responsibilities, goals, and relationships that are needed to meet the expectations of the role are all set by the job design. A well-designed job can encourage good behavior and give employees a solid foundation for success. It can also evaluate performance, which is an important part of keeping people motivated at work. HR's new job is to get employees more involved by making sure they have the best benefits, trusting their teams, working together, and being able to grow personally. All of these things build a strong case for a successful retention strategy. The study shows how important it is to use cutting-edge strategies for managing human resources at work.

Human resource policies and work–life balance in higher education: Employee engagement as mediator

Orientation: This article focuses on workplace policies, employee engagement and work–life balance in higher education.Research purpose: This study examined the mediation of employee engagement on the relationship between human resource (HR) policies and work–life balance among employees in the College of Distance Education (CODE) in Ghana.Motivation for the study: Although there is a plethora of research linking HR policies and employees’ work–life balance, the same cannot be said of the variables that mediate this relationship, as there are only few studies in that perspective.Research approach/design and method: The study adopted a purely quantitative approach, using the descriptive survey design. Data were collected from 232 staff of the CODE in Ghana. The Structural Equation Modelling was used to analyse the data.Main findings: The results indicated that employee engagement is a complementary partial mediator of the nexus between HR policies and work–life balance. It was also found that HR policies had a statistically significant effect on work–life balance.Practical/managerial implications: In order to effectively improve their staff’s work–life balance, management of the college must formulate policies that support employee engagement. Specifically, they can use flexible work arrangements, leave policy, and caretaking policies to positively influence their employees’ work engagement.Contribution/value-add: The results from this study offer a remarkable new knowledge that can be applied in promoting the work–life balance of employees in higher education.

Sustainable Development of Employee Lifecycle Management in the Age of Global Challenges: Evidence from China, Russia, and Indonesia

The COVID-19 pandemic has significantly affected the employee lifecycle management (ELM) sphere, leading to the adoption of new human resource (HR) technologies and policies. This study investigates the impact of megatrends, artificial intelligence, digital technologies, and innovation on ELM and human resource management (HRM) policies in China, Russia, and Indonesia. Data were collected through structured interviews and publicly available information from companies in these countries between 2021 and 2022. The study evaluates the effects of artificial intelligence (AI), digital transformation (DT), and innovations on the sustainable development of ELM and identifies differences in technological responses to ELM in companies depending on their level of digital maturity. The results show that the majority of companies have continued the process of ELM digital transformation, but the percentage varies based on the scope of activity, labor, and readiness of the country to implement new technologies. The study reveals that large companies in each analyzed country with over 10,000 employees have a greater need and opportunity to implement HR digital transformation, whereas small companies with up to 100 people can operate without automation. In addition, the findings of this study provide propositions for designing how AI and innovations contribute to ELM. This article contributes to the current debate in the literature by substantiating the positive impact of AI, digital technology, and innovation on ELM and HRM strategies, offering practical applications for companies to improve productivity. Overall, this study highlights the importance of adopting innovative HR technologies in response to global challenges and workplace trends.

The impact of leader-member exchange, perceived organizational support, and readiness for change on job crafting behaviours in HRM in an emerging market

The demands of the workplace have become such that employees need to continuously change, tweak, and restructure the ways in which they work. To do so, they engage in a process called job crafting. This process is becoming so commonplace that it is crucial to verify whether organizations are able to provide a climate in which employees can feel positive about such changes. In this regard, positive leader-member exchange may create the conditions necessary to motivate employees to engage in job crafting behaviours against the contextual background of perceived organisational support. When employees are ready for change, they feel that they have the support of their organization, and experience high quality leader-member exchange, their engagement in job crafting behaviours will be heightened. Conducted through the lens of social exchange theory, our study represented an attempt to integrate some important predictors of job crafting behaviours—i.e. leader-member exchange, perceived organisational support, and the moderating role played by readiness to change. The study contributes to the literature by defining a model suited to revisit human resource (HR) practices and policies and to add value to the HR perspective to the end of improving organisational effectiveness.

Presenting and explaining a model for developing human resources policies in education

Objective: Human resource policies create and sustain a suitable infrastructure for developing new products, technologies, and organizational procedures by promoting employees' values of creativity, cooperation, independence, and ambition. Therefore, the research aimed to present and explain a model for developing human resources policies in education. Method: The present study was qualitative. The process of conducting research in the way of processing the data theory of the foundation includes research questions, note-taking and data collection, analysis, theoretical sampling, and theoretical saturation, writing and compiling theory, and comparing texts. The analysis process started with open coding and ideally ended with selective coding. In order to collect the primary components, 50 domestic and foreign articles and book titles were studied using the criterion-based purposeful sampling method. With this number of samples, the researcher reached theoretical saturation. After coding and categorizing the components (by 20 experts) using the Kendall coefficient, the reliability of the components was estimated at 88%. Results: The results showed that the dimensions and components can be classified into 5 main dimensions and 50. According to the main loads, the research model has good validity. Conclusion: The results of the present study showed that this planning model can be considered as a continuous and dynamic process to improve employees and achieve organizational goals.

Enabling Faculty Through Engagement: Insights to Human Resource Policy Directions

The goal of fostering engagement is to make institutions more competitive. This is done through education, motivation of leaders, and commitment in social interactions. This is a descriptive research, which ascertained the level of engagement and work status of the faculty of Capiz State University that leads to changes in organizational performance. The researcher made a questionnaire as the tool in data collection, which underwent reliability testing and validation from the Human Resource Practitioners of various public agencies. The 131 regular faculty members who have worked at Capiz State University-Main Campus for one year or longer make up the respondents. The findings show that the faculty have high levels of autonomy, competence, and relatedness; they are dedicated to the work and value positive working affairs with one another; and they have positive work relationships with the institution. The faculty believed that family culture is present; they tend to engage if they felt given importance. Thus, if the faculty's needs are supported and prioritized by the institution in providing quality work-related needs, they will facilitate faculty engagement towards achieving the institution's vision and goals.

"Navigating Human Resource Practices: Insights into Job Satisfaction in Tamil Nadu's Non-Banking Financial Companies"

Because of the vital responsibilities they play in nation-building and financial inclusion, non-banking financial companies are playing a significant role in encouraging inclusive growth in the nation. The primary concentration of NBFCs is on loan-related activities, particularly gold loans, and advances, as well as shares, bonds, debentures of various kinds, leasing, hire-purchase agreements, and the insurance industry. Respectively, they constantly view their employees as the foundation of their business and work to ensure employee satisfaction. However, the Human Resource Department has a difficult time getting to know its workers, which means that the majority of NBFCs experience greater attrition rates. Thus, 450 respondents were used in this study to identify and comprehend the human resource policies and practices used by NBFCs and determine the relevant links between these practices and job satisfaction. For this descriptive study, data were gathered from 450 employees of top Gold Loan NBFCs in Tamilnadu State using a stratified random selection method. Correlation analyses were used to create and test research hypotheses. The findings show that job satisfaction is strongly correlated with performance evaluation, extrinsic and intrinsic motivation, talent acquisition and selection, employee engagement, and human resource development.

Exploring Mechanisms for Sustainable Resource Management: An Empirical Study on Human, Social, Economic &amp; Environmental Resources in Bangladesh

Sustainable resource management aims to concurrently produce favorable effects for the environment, society, and the economy. The SDGs provide strategies, goals, activities, and management practices that resource management practitioners can apply in the fields of development outcomes in Bangladesh. Advancing the societal aspect of sustainability is challenging in developing countries like Bangladesh because large portions of the population live below the International Poverty Line. This study is done from secondary sources rely on observations to investigate past preparing frameworks examination with certain recommendations of new contemplations, strategies, procedures, and applications Ensuring air and water quality, reducing food and water consumption, decreasing waste, enhancing energy efficiency, sharing of renewable energy and conserving ecologically valuable lands are the challenges of SDG globally. The interrelationship between different factors and their influence on Human, Social, Economic, and Environmental Resources in Bangladesh is highly sensitive and volatile for the accuracy of monitoring. This study aims to Explore Mechanisms for Sustainable Resource Management in Bangladesh in the areas of human, social, economic, and environmental Resources sustainable quality, systems, analysis, and policy. The findings of this study can be used for policy intervention for future sustainable development of the SRM from the perspective of resource Mechanism analysis, renewable resources, and following the three R's: reduce, reuse, and recycle.

An exploration of the implementation of peer work across multiple fields in Ireland

Purpose Peer support work is increasingly becoming part of the delivery of health and social care services. However, in an Irish context, there is a paucity of research in this area. This study aims to investigate the experiences of peers and other key stakeholders across four sectors in Ireland. Design/methodology/approach Qualitative interviews (N = 35) were conducted with key respondents in mental health, substance use, migrant health and homelessness sectors. Data were analysed using thematic analysis and reported using an ecological framework. Findings Peer work is a slowly emerging area of practice, although mental health is further ahead in this journey. Findings suggest that peers are important additions to service delivery but also have various support and development needs. Organisations can encourage and support peers into employment through enacting human resource policy and practices, effective supervision, management and maintaining a positive working culture. Helping other professionals to understand the peer role and how it can function within the wider team is highlighted. National policy and governance structures can also support the emergence of the peer role, which exists in a highly complex arena. Research limitations/implications Peers can play a meaningful role in supporting service users in four sectors of health and social care in Ireland. Structures and processes to help embed these roles into systems are encouraged across micro, meso and macro levels. Implications and limitations are discussed for moving forward with peer work. Originality/value To the best of the authors’ knowledge, this is the first study to include these four areas of practice simultaneously.

Firm Agile Human Resource and Organizational Performance: A Case Study of the NOREB Counties, Kenya

Purpose: The purpose of the study was to assess the agile human resource and organizational performance: A case of the NOREB Counties, Kenya. The research questions of the study were; what is the relationship between agile sensitivity training and organizational performance of NOREB Counties? How does agile organizational culture management relate to the organizational performance of NOREB Counties? What is the relationship between agile management level of interactions and organizational performance at NOREB Counties? What is the relationship between agile HR Policy and organizational performance at NOREB Counties? A correlational research design was used to assess the relationship between the variables. Approach/Methodology/Design: The study targeted 1129 respondents. The sample size for the study was 285 respondents. The study employed multistage sampling. Questionnaires were used as the main data collection instruments but were supported by interview schedules. Descriptive statistics were used to analyze the responses and multiple regression was used to analyze the data inferentially. Findings: The results of multiple regressions, that Agile Sensitivity Training had no significant relationship (p = 0.080), agile organizational culture management had a significant relationship (p = 0.000), and agile management level of interactions style had no significant relationship (p = 0.065) and agile human resource policy had a significant relationship (p = 0.000) at 5 percent confidence with Organizational Performance. Originality/value: The study concluded that content in sensitivity training needs to be relevant and current to assist solve organizational problems. That, there is need for good teamwork and cooperation in the organization as a way to enhance agile organizational culture. Further, management needs to provide the required budgets to support HR programs. The HR policy includes and emphasizes on HR training. The study recommended need for HR policy to transform HR operations to be more Agile.

Diversity Management and Organizational Performance in Pakistan

Purpose The main purpose of research is to examine the relationships between diversity management and organizational performance along with the fostering role of leadership dimensions. Methodology Diversity management practices have been measured using the EPDMP scale on a sample of 514 employees from organizations across Pakistan and data were collected from employees of universities. The PLS-SEM was used as the main technique for data analysis. Findings Results show that higher workforce diversity does not automatically produce inclusive climate-specific diversity inclusive leadership dimensions are required to support diversity environment where employees feel valued and appreciated. Further, the results confirm that the diversity-inclusive leadership dimensions moderate the relationship between diversity management and organizational performance. Conclusions The study concluded that diversity management has a positive and significant direct impact on organizational performance. Therefore, policymakers need to devise human resource statutes, rules, regulations, policies, and practices that promote a heterogeneous workforce in organizations and offer equal opportunities to all employees unrestricted by individual employee identities such as gender, race, ethnicity, education, religion, function, and abilities. Practical implications The findings are very helpful for HR managers for effective diversity management to enhance their organizational performance. Originality/value: The study explains the association of diversity management practices and organizational performance and moderating role of diversity leadership dimensions.

Integrating Fuzzy Multiobjective Programming and System Dynamics to Develop an Approach for Talent Retention Policy Selection: Case on Health-Care Industry.

The demand for medical services has been increasing yearly in aging countries. Medical institutions must hire a large number of staff members to provide efficient and effective health-care services. Because of high workload and pressure, high turnover rates exist among health-care staff members, especially those in nonurban areas, which are characterized by limited resources and a predominance of elderly people. Turnover in health-care institutions is influenced by complex factors, and high turnover rates result in considerable direct and indirect costs for such institutions (Lo and Tseng 2019). Therefore, health-care institutions must adopt appropriate strategies for talent retention. Because institutions cannot determine the most effective talent retention strategy, many of them simply passively adopt a single human resource (HR) policy and make minor adjustments to the selected policy. In the present study, system dynamics modeling was combined with fuzzy multiobjective programming to develop a method for simulating HR planning systems and evaluating the suitability of different HR policies in an institution. We also considered the external insurance policy to be the parameter for the developed multiobjective decision-making model. The simulation results indicated that reducing the turnover rate of new employees in their trial period is the most effective policy for talent retention. The developed procedure is more efficient, effective, and cheaper than the traditional trial-and-error approaches for HR policy selection.

Ocena politike ljudskih resursa u nacionalnim organizacijama sa različitom vladajućom organizacionom strukturom

The primary idea of the paper is to look at the essence of human resources policy in national organizations that have different organizational structures as a source of generating competitive advantage. Every high-grade organization pays great attention to the human resources policy, both in terms of hiring suitable personnel and in terms of professional development of those already employed in the organization. The research subject is the organizational structure of the company as an indicator of the satisfaction of employees, who are ready to progress and improve, thereby bringing profit to themselves and the organization. The resulting premise is that a reliable human resources policy is a condition for the right personnel and the most successful value parameters to be fully expressed in different organizations. The analysis is focused on assessing the disproportion in the human resources policy in organizations that otherwise have a conflicting organizational structure, which should ensure their business results. The analytical deductive method, the synthesis method, and the statistical test method were used to prove the initial assumption.

Presenting and Explaining a Model for the Development of Human Resources Policies in Education

Human resource policies, by promoting the values of creativity, cooperation, independence and ambition among employees, create and sustain a suitable infrastructure for the development of new products, technologies, and organizational procedures. The research components in the second phase of the case were investigated. The process of conducting research in the way of data theory processing of the foundation consists of: research questions, note taking and data collection, analysis, theoretical sampling and theoretical saturation, writing and compiling theory and comparing texts. The analysis process starts with open coding and ideally it will end with selective coding. In order to collect the primary components, 50 domestic and foreign articles and book titles were studied with this number of samples. Received a comment After coding and categorizing the components (by 20 experts) using the Kendall coefficient, the reliability of the components was estimated at 88%. In the quantitative phase, the research environment included the teachers of Chaharmahal and Bakhtiari provinces and there were 1400 people in the year 2017-2017. Using simple random sampling method, 296 people were estimated as the sample size. In quantitative data analysis including frequency distribution tables and graphs, factor analysis method and covariance based structural equation modeling approach were used in the inferential part. The results showed that the dimensions and components can be classified into 5 main dimensions and 50 components. According to the main loads, the research model has good validity.