Resource Management Practices Research Articles

Психологическая культура руководителя как психологический феномен профессиональной компетентности

The phenomenon of professional competence has become fi rmly established in the practice of human resource management of modern organizations. It plays a particularly important role in the psychological culture of the head as the leader of the organization, because this competence of the management becomes a “role model” for the employees of the organization. In this article the concept of psychological culture is considered, the level of psychological culture and private types of cultural and psychological behavioral manifestations of heads of diff erent levels of management is estimated. As a result of the study, the relationship between the level of psychological culture of managers and their socio-demographic characteristics is revealed. On the basis of the obtained data, recommendations for group training of managers have been developed. The results of the study can be applied in Russian organizations to implement the competence approach in human resources management as a key in their activities.

A second-take on the role of science: the case for applying public administration theory to natural resource management

BackgroundNatural resource management theory has been informed by disciplines such as ecology, agricultural science, economics and engineering; but much less so by the literature of planning and public administration. This paper demonstrates that applying an incremental view to what is traditionally seen as a rational-comprehensive discipline provides insights into resource management theory and practice, including adaptive management.ResultsWe show how current theory and practice in natural resource management are not aligned to the degree that is routinely presumed. In particular, the prevailing focus on optimality creates conflicts, especially during democratic decision-making, whereas adopting a participatory-incremental hybrid approach should provide a superior solution, which is discussed here in the context of Life Cycle Assessment by resource managers.ConclusionResource management tends to be both incremental and participatory; and whilst decisions are strongly informed by science, on reflection, the process of formulating decisions is rarely rational-comprehensive. We suggest greater retrospective analysis of resource management decisions at a theoretical level. This may result in adoption of a theoretical framework which better supports practice, a reduction in tensions between those trained in the arts and sciences; and more ‘freedom’ in practice, through a softening of the focus on optimality.

Deep learning approach for recognition and classification of yield affecting paddy crop stresses using field images

On-time recognition and early control of the stresses in the paddy crops at the booting growth stage is the key to prevent qualitative and quantitative loss of agricultural yield. The conventional paddy crop stress recognition and classification activities invariably rely on human experts identifying visual symptoms as a means of categorization. This process is admittedly subjective and error-prone, which in turn can lead to incorrect actions being taken in stress management decisions. The work presented in this paper aims to design a deep convolutional neural network (DCNN) framework for automatic recognition and classification of various biotic and abiotic paddy crop stresses using the field images. The work has adopted the pre-trained VGG-16 CNN model for the automatic classification of stressed paddy crop images captured during the booting growth stage. The trained models achieve an average accuracy of 92.89% on the held-out dataset, demonstrating the technical feasibility of using the deep learning approach utilizing 30,000 field images of 5 different paddy crop varieties with 12 different stress categories (including healthy/normal). The proposed work finds applications in developing the decision support systems and mobile applications for automating the field crop and resource management practices.

The Impact of Human Resource Management (HRM) Practices on Graduate Volunteer Performance: A Case Study of Microfinance Institutions in Cameroon

With the present expansion of the global market and its related factors, most organizations are faced with the challenge of ensuring their business processes are efficient and well performing. The implication of this expansion is that managers will have to recruit highly skilled personnel to bridge the gap caused by this globalization by investing more human resources to strategically put the organization in a competitive lead. This study is aimed at analyzing the impact of HRM practices on graduate volunteer performance, a case study of Microfinance institutions in Cameroon. This study presents an overview of how the said HRM practices (performance appraisal, training & development and motivation & compensation) could improve or have an impact on the performance of graduate volunteers in an organization, in order for them to eventually achieve their goals and objectives as graduate volunteers while conveying beneficial outcome for both volunteers and the organization thereby enhancing performance. We used a closed-ended questionnaire for our data collection and IBM SPSS 25.0 was used for the analysis. A total of 240 questionnaires were used for the analysis. The results revealed that motivation & compensation have a greater impact on graduate volunteer performance with a significant beta (β) coefficient of 0.388. The analysis also revealed that all variables in the model are significantly moderated positively. Further analysis shows that the independent variables (performance appraisal, training & development and motivation & compensation) are significant predictors of the dependent variable (graduate volunteer performance). This research work adds to the already existing literature in human resource management studies and can be used as a framework for evaluating the performance of employees, volunteers and the company in the long term and also help organizations to select and implement appropriate HRM practices to enable graduate volunteers to achieve their objectives. Future research may involve extending the scope of the study and also increasing the number of variables under the human resource management practices.

The training and practice of crew resource management: an <i>in vivo</i> study of the UK National Police Air Service

The training and practice of crew resource management: an <i>in vivo</i> study of the UK National Police Air Service

The training and practice of crew resource management: an in vivo study of the UK National Police Air Service

The UK National Police Air Service (NPAS) provides tactical air support to the police forces of England and Wales. Uniquely, crews are composed of civilian pilots and police officers [tactical flight officers (TFOs)]. Providing tactical air support makes big demands of pilots and TFOs. Threats include aerial hazards, marginal weather, no-notice re-tasking, malfunctions, attacks launched from the ground, a 12-hour shift and irregular meals. Mindful of the need to create flight-deck teams that are resilient, resourceful and, above all, effective, the NPAS jointly trains its pilots and TFOs in crew resource management (CRM). Behaviours trained in CRM ground-schools (such as methodical skepticism, mindfulness and canvassing) were observed on the flight-deck and were seen to impact performance. Joint training of pilots and TFOs in CRM, to the extent that it improves understanding and communication, may improve teamworking. Operators that separately train pilots and cabin crew in CRM should consider joint training. Further, operators should broaden the CRM training catchment to include dispatchers, engineers and other safety-critical personnel. Widening the catchment would acknowledge the systemic character of aviation (Harris and Stanton, 2010; Bennett 2019c). Further, it would acknowledge the Civil Aviation Authority's (2016) exhortation to improve inter-profession coordination. It is recommended that more inductive, in vivo studies of the flight-deck be conducted.

Human Resource Management Between Economy and Ethics – Research of Serbia and Bosnia and Hercegovina

This paper discusses economic and ethical issues that bring about certain limitations in human resource management as one of the basic organizational functions, through which the organization’s relationship with employees is expressed. The aim of this paper is to point out the ethical dimension of human resource management as a key organizational function, which has economic, but at the same time ethical responsibilities. In elaborating this problem, we started from the basic assumption that human resource management as an organizational function and theoretical concept should balance between economic and ethical requirements, which depends on the attitudes of managers as decision makers. In addition to the analysis of the existing literature in this field, an empirical research was conducted to verify the stated assumptions on the basis of a survey questionnaire, which explored the attitudes of managers. The results were processed by statistical methods in the SPSS program. The significance of this paper derives from the importance of employees for the organization and the sensitivity of the human dimension of the organization in relation to the economic one. Bad condition in human resources management in BiH and Serbia, as the countries on which our research is focused, with unfavorable situation on the labor market, low level of perception of needs by managers and knowledge (professionalism) required for experts in this field to achieve necessary influence and affirm an effective concept and practice, opens opportunities for unethical actions of organizations. Unethical practices can be generated by ignorance, employers ’greed for quick profits, and weak institutional influence. High distance of power is an unfavorable cultural factor that encourages the arbitrariness of individuals and prevents social control of the behavior of organizations. In these wanderings and undefined directions of institutional development, in these countries there is room for corruption, poor law enforcement (incomplete reform of the judicial system), insufficiently defined protection of private property, strong influence of political parties in all spheres of life, political and economic connection, significant share of state property, etc. On the ground of egalitarian culture, high social inequality and impoverishment of the majority of the population is created, which negatively affects education, health and distracts attention from the civic control of the government. Therefore, in the research we started from the assumption that the primary evaluation of the human and social function of business and employees as a purpose, not a means, positively affects the ethical practice of human resource management, which we tested over the average response of respondents employed in different positions in the organization. The results obtained are presented in the paper. Keywords: Business Ethics, Ethics, Employees, Economics, HRM, Organization.

Linking human resource management, entrepreneurial orientation, and firm performance: an integrative theoretical framework

As a growing field of analysis in management studies, several scholars have been looking at the role of human resource management (HRM) practices in boosting a firm's entrepreneurial orientation (Tansky et al., 2009). On the other hand, entrepreneurial orientation has been repeatedly proven to positively impact firm performance both at the organisational level, but also at the level of enterprise clusters. This means that within high-entrepreneurial orientation firm clusters, both the overall cluster and the firms' individual performances are positively affected (Yao et al., 2009). However, existing literature provides little guidance on how HRM practices could help firms improve their performance through fostering entrepreneurial orientation. This paper aims to shed more light on how human resource management could become a major driver of firm performance while leveraging on learning to translate individual and collective abilities into value adding entrepreneurial actions. For this purpose, this paper follows a systematic literature review as a recognised evidence-based tool for theory building (Tranfield et al., 2003). The objective is to develop an integrative theoretical framework that explains how HRM practices provide firms with superior performance, using entrepreneurial orientation as an intermediate construct.

Direct and Indirect Influence of HRM Practices on Employee Performance and Turnover Intention

This study attempted to narrow the dearth in the literature with regard to the influence of human resource management (HRM) practices on employees. The study, using a sample of clerical front liners in service-based cooperatives in West Malaysia revealed that HRM practices (training and development, performance appraisal, communication and participation, and rewards) had a significant direct positive and indirect positive relationship with employee performance. The indirect relationship was mediated by affective organisational commitment. In contrast, HRM practices only had an indirect relationship with turnover intention, mediated by affective organisational commitment. Affective supervisory commitment did not mediate the relationship between HRM practices and employee performance nor the relationship between HRM practices and turnover intention. The results suggested that HRM practices can enhance employee performance directly as well as indirectly, through fostering affective organisational commitment. In addition, HRM practices can reduce turnover intention only indirectly through enhancing affective organisational commitment.

Factors of Human Resource Management Practices Affecting Organizational Performance

The purpose of this study is to examine factors of human resource management practicesaffecting organizational performance. This study employed descriptive method in gathering,analyzing, interpreting, and presenting the information. The descriptive research design helpedin identifying the strength of the relationship between factors of human resource managementpractices affecting organizational performance. Questionnaires were distributed to employeesof Jakel Trading Company in Johor, Malaysia and of the total obtained, 139 responses wereusable and analyzed. Inferential statistics were also performed for data analysis andpresentation purposes. Correlations and frequencies were among the statistical measures usedin this study. Based on the findings, all three hypotheses formed at the beginning of the studywere supported. The results of multiple regression showed that staff training, performanceappraisal and rewards, as well as recognition are all significant factors of human resourcemanagement practices affecting organizational performance. It was also found that stafftraining and recognition do affect the organizational performance as a whole. This studyprovides input to employers on how to reward and motivate their staff for better performance

HUMAN RESOURCE MANAGEMENT PRACTICES, ORGANIZATIONAL CULTURE, AND NURSE STAFFING TURNOVER

This study examines whether nursing homes’ (NHs) human resource management (HRM) practices and organizational culture are associated with nursing staff turnover. HRM practices are classified into traditional (employment selection tests, formal performance appraisal systems, and realistic job previews); employee-centered (flexible work hours and job sharing); and high involvement (incentive based/merit pay and self-managing teams). Organizational culture consists of four types: clan culture (friendly working environment); adhocracy culture (dynamic/creative working environment); market culture (results-based organization); and hierarchy culture (formalized/structured work environment). This study used facility survey data from approximately 324 NH administrators (30% response rate) from 2017- 2018, merged with secondary data from LTCFocus, Area Health Resource File, and Medicare Cost Reports. The dependent variables consisted of RN, LPN, and CNA turnover rates (% voluntarily quit), while the independent variables comprised HRM practices and type of organizational culture. Control variables consisted of organizational (ownership, chain affiliation, size, occupancy rate, and payer mix) and county-level factors (Medicare Advantage penetration, income, education, unemployment rate, poverty, and competition). Generalized linear model results show that every unit increase in high-involvement HRM practices is associated with a reduction of 6%, 4%, and 2% in RN, LPN, and CNA turnover rates, respectively. Also compared to hierarchical cultures, nursing homes with a clan culture are associated with a reduction of 62%, 49%, and 33% in RN, LPN, and CNA turnover rates, respectively. HRM practices and organizational cultures that promote employee participation, engagement, and empowerment have the potential to reduce nurse staffing turnover rates among underresourced nursing homes.

English

This study aims to examine the mediating role of organizational culture consisting of clan culture, adhocracy, market, and hierarchy in mediating the influence of human resource management practices on company performance. Based on the literature used, this study developed a structural model for the observed variables, which was then tested using Structural Equation Modeling (SEM) with the help of SmartPLS version 2.0 software. The data was collected using a survey method, namely by distributing questionnaires to 166 employees who occupy two important positions, namely directors and echelon 1 who work for subsidiaries and affiliates of PT Semen Indonesia (Persero) Tbk. Group, which is taken proportionally by the total sampling method. The results showed that the practice of human resource management of PT Semen Indonesia Group has a positive influence on the performance of the company PT Semen Indonesia Group. However, this positive effect is not significant. Meanwhile, among the four types of culture observed, namely clan culture, adhocracy, market, and hierarchy, the type of culture that plays a role in mediating the influence of human resource management practices on company performance is hierarchy culture. Thus, hierarchy culture is a crucial factor that mediates the effect of human resource management practices on company performance. The findings of this study provide important implications for the theory and practice of human resource management and company performance. Keywords : Clan Culture, Adhocracy Culture, Market Culture, Hierarchy Culture, Company Performance, Human Resource Management Practices.

Study shows strong union presence specifically encourages use of person-centered human resource management (HRM) practices, but discourages performance-centered ones

Purpose The researchers wanted to find out a number of things. First, they wanted to assess the influence of strong unions on approaches to HRM. Second, they wanted to know if the strategic HR function had a positive effect on both person-centered and performance-centered HRM. Third, they tested the theory that the economic context had a significant influence on HRM practices. Companies in liberal market economies (LMEs), for example, were expected to adopt more performance-centered HRM, but for companies in coordinated market economies the reverse was likely to be true (CMEs). Design/methodology/approach Cristiani et al collected their data from the Cranet 2009 survey, the world’s largest comparative analysis of HRM practices. They sent out a questionnaire to senior managers responsible for HRM at private multinational companies. The authors sampled 3,406 firms across 14 countries. They placed six OECD nations in the LME group (Australia, Canada, Ireland, New Zealand, the UK, and the USA) and ten in the CME group (Austria, Belgium, Denmark, Finland, Germany, Japan, Norway, Sweden, Switzerland, and the Netherlands). Findings The data revealed that the strategic HR function had a positive effect on the adoption of both person-centered and performance-centered HRM. The study also demonstrated that a more powerful union presence encouraged the use of person-centered approaches, whereas it discouraged performance-centered ones. The data suggested that the variety of capitalism (VoC) moderated the relationships between the strategic HR function role and performance-centered HMR, but the same impact on person-centered approaches was not found. Originality/value Proof of the moderating effect of the VoC shows that HR professionals – especially at multinationals - need to align their practices with the larger context in which their company is operating. The most valuable finding for businesses was the impact of a strong union presence on which HRM practices were likely to be accepted, or rejected.

“Onsite-offshore” corporations

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings It is thought that Multinational Corporations (MNCs) in emerging nations have a weak economy, and as such want to learn from the host country of their subsidiary companies. However, it can be seen that via global staffing, rotation and extensive expatriation, cultural norms and values of the home country can be maintained and transferred. The headquarters of the Emerging MNC can use this method of control to centralize their decision-making and standardize their foreign operations. Using people as a form of control can thus impact on human resource management (HRM) practices. Originality The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Classification of yield affecting biotic and abiotic paddy crop stresses using field images

On-time recognition and early control of the stresses in the paddy crops at the booting growth stage is the key to prevent qualitative and quantitative loss of agricultural yield. The conventional paddy crop stress identification and classification activities invariably rely on human experts to identify visual symptoms as a means of categorization. This process is admittedly subjective and error-prone, which in turn may lead to incorrect action in stress management decisions. The proposed work presented in this paper aims to develop an automated computer vision system for the recognition and classification of paddy crop stress types from the field images using the state-of-the-art color features. The work examines the impact of eleven stress types, two biotic and nine abiotic stresses, on five different paddy crop varieties during the booting growth stage using field images and analyzes the stress responses in terms of color variations using lower-order color moments and two visual color descriptors defined by the MPEG-7 standard, the Dominant Color Descriptor (DCD) and Color Layout Descriptor (CLD). The Sequential Forward Floating Selection (SFFS) algorithm has been employed to reduce the overlapping between the features. Three different classifiers, the Back Propagation Neural Network (BPNN), the Support Vector Machine (SVM), and the k-Nearest Neighbor (k-NN) have been deployed to distinguish among stress types. The average stress classification accuracies of 89.12%, 84.44% and 76.34% have been achieved using the BPNN, SVM, and k-NN classifiers, respectively. The proposed work finds application in the development of decision support systems and mobile apps for the automation of crop and resource management practices in the field of agricultural science.

A Comparative Study of Trade Union Influence over HRM Practices in Spanish and Brazilian Firms: The Role of Industrial Relations Systems and Their Historical Evolution

This study explores trade union influence over human resource management (HRM) practices in Spanish and Brazilian organizations using the Cranet 2014 dataset. While some of the existing data suggest that trade unions may hold little power within surveyed organizations, we offer additional evidence contradicting this. Trade unions’ influence is better understood when taking into account the industrial relations systems of Spain and Brazil, as well as their historical evolution. Understanding such evolution helps us account for similarities and differences observed in the way trade unions influence HRM in these two countries.

The role of human resources management practices in enhancing the level of social responsibility (An exploratory study of the opinions of a sample of workers in the company Hawkari pharmaceuticals and medical supplies in Iraq)

This study aims to identify the role of of human resource management practices and the level of social responsibility in the Iraqi Hawkary company which is engaged in the distribution and marketing of pharmaceutical products, along with to identify the role of (correlation and impact) of the practices of human resources management in enhancing the level of social responsibility. Directed by the built model, two main hypotheses and drives from them sub hypotheses rises, a questionnaire used as a tool to collect data, amd to test hypotheses of study, the researchers relying on a set of statistical methods. 60 questionnaires distributed to the study samle, 51 questionnaires returned, while 44 questionnaires were suitable for analysis. The most result of this study was the following: the level of human resource management practices and social responsibility in Hawkary Company is high. There is a positive correlation between practices of human resource management and enhance the level of social responsibility in Hawkary pharmaceutical company. There is stastically a significant impact of human resource management practices on enhances the level of social responsibility in Hawkary pharmaceutical company. Based on the this results this study recommend to the need for the companies to rely on diverse sources of attraction and selection of professionals, companies should working tokeep excellence human resources and the application of occupational safety measures and develop specific programs to reduce accidents at work and the need for the Department companies activating style human relationships at work and that treats all employees of the company fair and equal manner. Keywords: Human resource management practices, social responsibility, economic responsibility, legal responsibility and ethical responsibility.

A Study On Human Resource Practices Impact On Job Satisfaction In It Organizations, Chennai

This research article highlights the context within which IT organizations has grown in India and the extent of human resource management (HRM) practices and systems practiced in this sector. Using a mixed method approach involving both in-depth discussion with senior HR executives and self-completing questionnaires, the data have been collected from selected ITorganizations in Chennai. The results emphasize the way the specific HRM practices such as selection and recruitment, work environment, performance appraisal, training and development and compensations are implemented. The survey suggests the existence of formal, structured, and rationalized HRM systems in IT organizations. A number of insights related to HRM practices are shared by the HR senior executives interviewed peeling more light on the functioning of the IT companies and their challenges. The analysis provides original and useful information to both academicians and HR practitioners and gives ideas for further research in the area of HRM practices in IT organizations in India.Selection and recruitment, Training and development and compensations are having significant and positive impact on Job satisfaction.

Human Resources Management Applied by Manager or Perceived by Employee and Job Satisfaction

Existing evidence on Human Resource Management (HRM) practices is mostly limited to separate analyses of the relationship between job satisfaction and actual HRM that exposes employees or employee ...

The Link between HRM Practices and Social Purpose Outcomes in Indigenous Enterprises

The human resource management (HRM) practices of social enterprise organizations is an under researched area of the emerging field of social entrepreneurship. This paper addresses this research gap by focusing on how the internal HRM practices of social enterprises influence their ability to deliver on their social mission and produce social purpose outcomes. We focus on HRM practices because prior research has shown that they can have an important impact on a variety of critical performance outcomes in firms (e.g., financial performance, survival, productivity, IPO performance). We theorize about the relationship between these HRM practices and other contextual factors to social purpose outcomes. We study these relationships in a unique context, Indigenous social enterprises in Australia and find that the use of high commitment HRM (HC-HRM) practices helps to drive the social purpose outcomes. We also find a positive significant two-way interaction between HC-HRM practices and the extent that the enterprise’s business strategy is driven by cultural products or services similarly drives the social purpose outcomes of these enterprises. Our final finding demonstrates that the social enterprise leaders’ risk propensity moderates the impact of HR practices on the social purpose outcomes.