Nature Of Human Resource Management Research Articles

Determining the key performance indicators of human resource management of military hospital managers; a TOPSIS study

BackgroundProper human resource management in military health centers leads to long-term development and improved health-care quality. As a result, the purpose of this research is to identify the key performance indicators of human resource management for military hospital managers, and the unique indicators of military hospitals were obtained.MethodsThis cross-sectional study was performed by the TOPSIS method in the fall of 2021. This study used a checklist consisting of 20 performance indicators of human resource management, which were scored by 20 senior military hospital managers based on two criteria: "importance" and "measurability in military hospitals". The Shannon entropy method was used to weight the indicators, and the BT-TOPSIS Solver software was used to analyze and prioritize them.ResultsAmong the 20 indicators in human resource management, the staff satisfaction index in military hospitals, the competitiveness rate of salaries in military hospitals relative to the national sector, the number of permanent staff in military hospitals, and the percentage of contract labor costs in military hospitals have the highest coefficient, respectively.ConclusionsThe importance of human resource management and organizational performance is due to their influence on each other. As a result, human resource management should pay special attention to the professional and personal development of human resources, as this has an impact on the performance of the organization in the long run. In light of the sensitive nature of human resource management and its crucial role in achieving any organization's strategic goals, selecting appropriate indicators is essential.The Department of Military Health requires indicators unique to the military sector to assess the human resource management of the military hospital, since according to the existing circumstances, the indicators of the military sector and those of the civilian sector are different.

Organizational Benefits of Human Resource Management Roles in South African State-owned Enterprises

Human Resource Management practitioners have been criticized for lacking business acumen due to the nature of the personnel management concept. There has been a change in Human Resource Management roles from traditional personnel management to Strategic Human Resource Management which seeks to provide organizational competitiveness. This article aims to provide organizational benefits of Human Resource Management to an organization as a result of the Strategic Human Resource Management concept. The strategic nature of Human Resource Management has been revealed in this article as there is evidence of Human Resource Management's contribution to the business success. This paper is a study carried out in a South African State-owned enterprise to identify organizational benefits acquired from Human Resource Management roles. Qualitative research was used in this study, and interviews were administered to obtain data from Human Resource practitioners and departmental supervisors in a state-owned enterprise. 24 participants were purposively selected to provide data for the study. This study revealed that the Human Resource department provides beneficial activities to the organization such as reduction of employee turnover, employee development, employee wellness, and internal communication. The critical discussion provided in this paper would strengthen the body of knowledge on the role of Human Resource Management in improving organizational effectiveness.

The value of including employees: a pluralist perspective on sustainable HRM

PurposeThe purpose of this paper is to advance a conceptualization of sustainable HRM that builds on scholarship focusing on the pluralistic nature of human resource management. The paper seeks to advance the promise of sustainable HRM as an alternative to HRM scholarship that adopts a unitarist frame of reference.Design/methodology/approachThe paper draws on a variety of HRM-related literatures to offer new insights about what a pluralist perspective on sustainable HRM from the perspective of employees would look like and what it would accomplish, and in so doing allow sustainable HRM to become socially sustainable.FindingsTaking a pluralistic perspective is essential for making the concept of sustainable HRM more distinct and robust. Sustainable HRM can offer a challenge to the dominant unitarist perspective on the employment relationship, focusing the attention of researchers on the extent to which employment practices benefit both employers and employees while contributing to social sustainability outside of the employment context.Originality/valueThis paper adds analyses of pluralism and unitarism to the current literature on sustainable HRM while also focusing attention on how sustainable HRM might be more robustly conceptualized and also more normative in its orientation.

EVALUATION OF ENTERPRISE HUMAN RESOURCES: THE THEORY BACKGROUND

This article is devoted to the peculiarities of human resources evaluation in enterprises. The human resources evaluation has a special place in human resource management, because it allows you to identify the actual situation in an enterprise, find disadvantages and weaknesses in management, so that you can provide recommendations basing on its results. The main purpose of the study was to develop the theoretical principles for assessing human resources, which should establish the level of quantitative and qualitative characteristics in the terms of determining the state of motivation and efficiency for human resources. In the study, the authors stressed on the cyclical nature of human resource management in an enterprise. At the same time, in their opinion, the human resources evaluation takes a special place because it makes all actions passing through the human resources management system. The authors also stressed on the impact of motivation upon an enterprise efficient operation, and including but not limiting to the human resources. They found that motivation has a special relevance for human resource management, and thus is gained by solving such problems as coordination, matching up of the needs and means, motives and goals of human resources and an enterprise as a whole, identification and resolution of emerging contradictions between these goals and needs of human resources and an enterprise. Solving these problems is possible after a comprehensive evaluation of an enterprise’s human resources. The authors propose to conduct a comprehensive evaluation in clearly defined areas: quantitative and qualitative evaluation, evaluation of the motivational state of human resources, and the final stage is to evaluate the efficiency of using Enterprise Human Resources. In the result of such evaluation, the administrative goal of human resource management will be achieved due to adoption of sound administrative decisions; thus, the information goal will be achieved as well, which is that both employees and managers have the opportunity to obtain reliable information about the activities; of course, the motivational goal of evaluation itself is among the most important means of motivating people's behaviour. In the authors’ opinion, their proposed theoretical approach to the evaluation of human resources, which is implemented due to identifying the level of quantitative and qualitative characteristics of human resources’ motivation and efficiency, will lead to conscious human resource management.

Employee Motivation and Retention in Colleges of Hilly Districts of Province Four of Nepal

Purpose – The purpose of this study is to explore the nature of human resource management in public and private colleges in the hilly districts of Province 04 of Nepal. In particular, it explores the extent to which HR practice is integrated into organizational strategy and devolved to line management. Design/methodology/approach – A structured interview was conducted with the senior/junior and lower degree clerks and staff of the college. A quantitative and qualitative exploratory research design was used to study human resources management. Findings – The degree of integration of HR practice appears to be increasing within this university/college sector, motivation sectors have great influence for the performance, productivity and retention of the staff. Research limitations/implications – The survey is inevitably based on a varied samples; however this represents 90 per cent of the relevant manpower of the college. Practical implications – It appears unlikely from a cultural perspective that the devolvement of responsibility and feeling of ownership will be achieved as a result of HR strategy. National cultural, political and social factors continue to be highly influential in shaping the Nepalese business environment. Originality/value – Few papers have explored HR practice in Nepal. Rigorous study in the HR issues in the education sector in Nepal would be helpful for the educational leaders.

A review on human resource management and performance

An increasing amount of research suggests a link exists between superior efficiency or high commitment human resource management (HRM) practices and different metrics of organizational performance. However, the reason for this connection remains unknown. This article argues that we need to enhance our conceptual and analytical frameworks in three main areas in order to offer a compelling explanation for this relationship. The nature of HRM, particularly the reason for the specie lists of Hrm activities; the nature of organizational effectiveness; and the connection between Organizational culture and performance are the topics covered. A model is provided within which these connections may be investigated. In light of this approach, the current literature on HRM and performance is evaluated in order to identify significant knowledge gaps and assist to concentrate research objectives. The purpose of this article is to identify and answer a number of theoretical and operational problems related to HR systems. In theory, HR systems should influence (1) knowledge of employees, skill sets, and qualities, (2) employee motivation and hard work, and (3) possibilities for employees to contribute by trying to influence.

HR Dynamics in Family-managed Businesses in India

Out of the 100 largest companies listed in India in terms of market cap, more than 50 per cent are family managed. Indian family-managed companies have a distinct organisational culture. Organisational culture shapes and re-shapes people management, influenced by several factors—stage of evolution of the organisation, environmental/economic challenges and owner family culture. The way the owner family conducts itself embodies family governance. Family governance influences corporate governance. Human resource management (HRM) is an essential element of corporate governance. Nature of HRM in family-managed companies is significantly influenced by the way the owner family drives it. Some of the large Indian family-owned companies are consistently high on market cap because they are able to attract and retain the best talent. They can do this consistently because the best talent gets attracted to the best HR practices in an organisation. There is increased awareness of this among Indian owner families and they are now adopting world-class people practices to attract the best talent from the market. Soon we shall have many more Indian family-owned companies indistinguishable from western family-owned companies in terms of people practices.

HRM reforms and job-related well-being of academics

PurposeThe purpose of this paper is to examine the influence of human resource management (HRM) reforms on job-related well-being of academics in Chinese universities. It also tests the mediating effect of work intensification (WI) and affective commitment (AC), and the moderating effect of perceived organizational justice (OJ) on the HRM‒well-being relationship to understand the influence mechanisms and boundary conditions.Design/methodology/approachA questionnaire survey was conducted in 25 Chinese universities, obtaining 638 usable questionnaires. Structural equation modeling (SEM) was used as the analytical technique to examine the model fit and test hypotheses.FindingsThe findings reveal that the relationship of HRM and well-being is neither direct nor unconditional, and a win‒win scenario for both management and employee well-being is possible when organizations pursue HRM innovations.Research limitations/implicationsThe limitations of this study are that data were collected at once and at a defined time, with no time lag being involved. In addition, all variables were self-reported.Practical implicationsCommitment-oriented HRM practices can create a win‒win scenario; when control-oriented HRM practices are necessary, managers should ensure OJ to offset their negative influence on employees.Originality/valueThis study is among the first to examine the impact of HRM on employee well-being in the context of Chinese higher education, contributing to the limited studies on HRM in Chinese public sector and the on-going debate on the nature of HRM in China.

Nature of Human Resource Management (HRM) practices and Its impact on Employee’s Job satisfaction: A case study on Dutch-Bangla Bank Limited

Nature of Human Resource Management (HRM) practices and Its impact on Employee’s Job satisfaction: A case study on Dutch-Bangla Bank Limited

Agency theory and performance appraisal: How bad theory damages learning and contributes to bad management practice

Performance appraisal interviews remain central to how employees are scrutinised, rewarded and sometimes penalised by managers. But they are also often castigated as ineffective, or even harmful, to both individuals and organisations. Exploring this paradox, we highlight the influence of agency theory on the (mal)practice of performance appraisal. The performative nature of human resource management increasingly reflects an economic approach within which its practices are aligned with agency theory. Such theory assumes that actors are motivated mainly or only by economic self-interest. Close surveillance is required to eliminate the risk of shirking and other deviant behaviours. It is a pessimistic mind-set about people that undermines the supportive, co-operative and developmental rhetoric with which appraisal interviews are usually accompanied. Consequently, managers often practice appraisal interviews while holding onto two contradictory mind-sets, a state of Orwellian Doublethink that damages individual learning and organisational performance. We encourage researchers to adopt a more radical critique of appraisal practices that foregrounds issues of power, control and conflicted interests between actors beyond the analyses offered to date.

The Right Strategy? Examining the Business Partner Model's Functionality for Resolving Human Resource Management Tensions and Discussing Alternative Directions

A large number of organizations restructured their Human Resource Management (HRM) departments according to their interpretation of Ulrich's (1997) business partner model into strategic business partners, centers of expertise and shared service centers. I argue that this approach could gain widespread acceptance in organizational practice because of its functionality in addressing tensions inherent in HRM. I relate to paradox research and categorize contradictory HRM demands into tensions of (1) identity, (2) learning, (3) performing and (4) organizing. The implementation of the business partner model resolves these tensions in the short-term by addressing the opposing forces separately. Yet, these resolution strategies are not sustainable and threaten the long-term impact of HRM. I discuss the shortcomings of the business partner model and explore how organizational actors can reframe HRM work to embrace the multifaceted nature of HRM.

Party Management of Talent: Building a Party‐led, Merit‐based Talent Market in China

This study examines major policy measures that the Chinese Communist Party (CCP) leaders have adopted to establish a party‐led, merit‐based talent management system to cope with a talent deficit in the reform era. It also assesses the effectiveness of these measures at both national and local levels. This study argues that although merit principles are never entirely missing from China's cadre personnel management, they have been given increasing priority in managing the cadre corps and recruiting global experts to China during the past three decades. This study shows that the CCP personnel management policies are in substantial and adaptive evolution, which is important for understanding the nature of human resource management in post‐Mao China.

INTEGRATED APPROACH TO STRATEGIC MANAGEMENT OF HUMAN RESOURCES – RESPONSIBILITIES AT THE NATIONAL LEVEL

Considering the large number and variety of factors determining the efficiency and the strategic nature of human resource management in the sector, the publication presents the vision of the need for an integrated approach to the responsibilities of the two basic levels - national and institutional. Using this approach is seen as an opportunity to identify not only the most general framework, but also the new meaning and content of the processes of planning, recruitment, retention, use and discharge of people in the defence sector. This paper presents a vision on the basic responsibilities of the state towards the strategic management of human resources, as a basic process in the defence management.

Managing human resources in Jordanian organizations: challenges and prospects

Purpose – The aim of this paper is to highlight and provide a stronger focus on the nature of human resource management (HRM) in Jordan. Design/methodology/approach – This paper discusses four practices of HRM: recruitment and selection, training and development, performance appraisal and rewards and benefit; and links these practices with social factors: political environment, economical issues and cultural values. Findings – The findings suggest that HRM in Jordan has not yet received due attention. The employee recruitment and selection process is largely inadequate and needs effective attention. In many Arab and more specifically Jordanian organizations, expenditure and time spent on training and development are considered unuseful and unnecessary functions. Practical implications – The effectiveness of even skilled and qualified employees will be limited if they are not encouraged and motivated to work, but through HRM practices, they can be encouraged to work harder and smarter. Increasingly, employees' performance and skills can also be influenced by HRM practices, which control the acquisition and development of the organization's human capital. Originality/value – Jordanian organizations are facing major problems surrounding the development of human capital, including high turnover rates and a lack of skilled employees. Low spending on research, training and development has fuelled these problems. HRM literature shows that many Arab organizations, including public and private Jordanian organizations, need to devote more attention to their HRM practices.

An exploration of the HRM values of Chinese managers working in Western multinational enterprises in China: implications for HR practice

This paper qualitatively explores the nature of human resource management (HRM) values of local Chinese managers working in Western-based multinational enterprises in China and also considers how these values are associated with preferences for HR practices. The study involves the use of repertory grid interviews with 36 local Chinese managers. The study shows that interviewees reflected a high level of assimilation and internalization of many Western HRM values. Interviewees also retained many traditional Chinese values, thus highlighting the role of institutional and cultural forces on HRM. However, among these local managers, there was clear decline in some traditional Chinese values, such as ‘harmony’ and ‘virtue’. A further interesting finding was the co-existence of paradoxical values of collectivism and individualism among the managers. Analyses of repertory grid data and interview comments also highlight that preferences for HR practices is associated with these underlying HRM values.

Human resource management in the Spanish call centre sector: the bird cage model of call centre work

This paper examines the nature of human resource management (HRM) in call centres in Spain. After reviewing the institutional perspective and other previous contributions to the characterisation of HRM practices in call centres, the authors present evidence of the use of high commitment working practices (HCWP) in this sector. The findings report only a moderate presence of HCWP in the sector generally, but the analysis points towards the existence of four significant and distinct clusters of HRM practices. The results also show categorical evidence that work discretion is almost non-existent across all of the clusters, even in those with more evolved high commitment practices. This lack of autonomy, as well as an intensive use of performance monitoring systems, leads us to model the results in a bird–cage analogy.

Ethics and HRM: Theoretical and Conceptual Analysis

Despite the ongoing consideration of the ethical nature of human resource management (HRM), little research has been conducted on how morality and ethics are represented in the discourse, activities and lived experiences of human resource (HR) professionals. In this paper, we connect the thinking and lived experiences of HR professionals to an alternative ethics, rooted in the work of Bauman (Modernity and the Holocaust, Polity Press, Cambridge, 1989; Theory, Culture and Society 7:5–38, 1990; Postmodern Ethics, Blackwell, Oxford, 1991; Approaches to Social Enquiry, Polity Press, Cambridge, 1993; Life in Fragments, Blackwell, Oxford, 1995) and Levinas (Otherwise than Being, or, Beyond Essence, Duquesne University Press, Pittsburgh, PA, 1998). We argue that the study of HRM and ethics should be contextualized within the discourses used, the practices and activities of HR professionals. Through the analysis of interview data from 40 predominantly Canadian HR practitioners and managers we experiment with Bauman’s notion of ‘moral impulse’ to help us understand how HRM is both a product and perpetuator of moral neutralization in organizations. We suggest that HRM as it is practiced is concerned with distancing, depersonalizing, and dissembling, and acts in support of the ‘moral’ requirements of business, not of people. However, we also recognize that HR practitioners and managers are often confronted with and conflicted by actions and decisions that they are required to take, therefore opening possibilities and hope for an alternative ethical HRM.

Evolving human resource management in Southern African multinational firms: towards an Afro-Asian nexus

Using case examples, this article assesses the nature of human resource management (HRM) practices in Southern African multinational companies (MNCs) on which there is a paucity of published research. The aim of this article is an exploratory one with the case for such an analysis to better understand the HRM practice developed and diffused by growing emerging market MNCs from Southern Africa. With significantly increasing presence of Asian MNCs in Africa, a typology of an Afro-Asian nexus in evolving HRM practice is proposed.

The Models Exploring the “Black Box” between HRM and Organizational Performance

Rapid environmental change, globalization, competition to provide innovative services and products have become the standard frame for organizations. In order to compete effectively, firms have to improve their performance (Chang, Huang, 2005). Because performance stands out as one major organizational goal, many of human resource management (HRM) research efforts have been directed to understand the HRM-Performance linkage (Gardner, Moynihan, Park, Wright, 2001). Much of empirical research on the added value of HRM demonstrate evidence that HRM does matter (Arthur, 1994; Huselid, 1995;), however contrary approach also exists: evidence for HRM-Performance link should be treated with caution (Wall, Wood, 2005). By supporting the HRM-Performance link it is not clear why this link exists. In order to provide a convincing explanation of HRM-Performance link, according Guest (1997), it is necessary to improve theoretical and analytical frameworks in three key areas: the nature of HRM, the nature of performance and the linkage between HRM and performance. The paper provides an insight into HRM drawing a conclusion that there is no single agreed or fixed list of human resource (HR) practices which are used to define human resource management. To better disclose performance, the paper looks into four levels of performance outcomes which makes HRMPerformance link more evident. Assuming that there is a little understanding of the mechanisms through which HRM influence performance, the paper defines the “black box“ problem. The paper provides an overview of a number of conceptual models (Becker, Huselid, Pickus, Sprat,1997; Guest, 1997; Purcel, Kinnie, Hutchinson, Rayton, Swart 2003; Wright, Nishii, 2006) that attempt to depict the processes through which HR practices ultimately impact organization financial performance. Assuming that the similarity among all of these models is that they all have their basis in a linear causal process, the paper looks into two additional aspects: first, the number of boxes in the “black box“; second, the content of each box. Finally the comparison and summing-up of four models is presented in this paper. This brings to conclusion that the identification of the specific mechanisms that mediate between HRM practices and organizational performance should be considered as a central issue in HRM literature.

Converging human resource management: a comparative analysis of Hungary and Turkey

This study is a comparative examination of human resource management (HRM) in Turkey, as an EU candidate country, and Hungary, as a recent member of the EU. After a brief review of the literature on the convergence and divergence debate in HRM, the similarities and differences in HRM in Turkey and Hungary are empirically investigated. In the research, HRM in the two countries is compared in four dimensions: the HR departments' structure; the top HR managers' characteristics and qualifications; the strategic nature of HRM; and HR practices. The research was conducted in the banking sector. In total 50 banks (32 banks from Turkey and 18 banks from Hungary) participated in the research with an overall response rate of 53%. The data obtained are analyzed via the Mann–Whitney U test. The results are descriptive in nature. Except for the differences observed, especially in HR departments' organizational structures, the findings provide evidence for convergence of HRM in the two countries.