Resource Management Practices In Organizations Research Articles

Socially Responsible Human Resource Management Practices and Job Satisfaction of Public Servants with Disabilities in South-West Nigeria

Overt ill-treatments from management and co-workers have often led to job dissatisfaction and discouraged other persons with disabilities keen and able to join the workforce. Persons with disabilities continue to suffer employment-related and other forms of discrimination, resulting in low job satisfaction and job discontentment. These conditions accentuate the need for socially responsible human resource management practices in organisations. This study examined socially responsible human resource management practices and job satisfaction of public servants with disabilities in South-West Nigeria. Survey research design was adopted for this study. The study’s sample size of 422 public servants and leaders was determined using total enumeration sampling technique. A structured and validated questionnaire and semi-structured interview were used to obtain quantitative and qualitative data. Cronbach’s alpha reliability coefficients for the constructs ranged between 0.69 and 0.84. The response rate was 95%. Data were analysed using descriptive and inferential (multiple linear regression and hierarchical regression) statistics. The study found that SRHRM had a statistically significant effect on job satisfaction (Adj.R2 = 0.53, F(5, 410) = 92.07, p < 0.05). The interviews indicated that only two of five States had a deliberate strategy driving recruitment of persons with disabilities. A vast majority were employed as teachers in special schools, and diverse administrative roles across government ministries, departments and agencies. All States provided varying degrees of basic support and benefits, and stated that the employment of persons with disabilities was influenced by its leadership and affected organisational reputation. The study concluded that SRHRM affects job satisfaction of public servants with disabilities in South-West Nigeria. The study recommended that the government, in conjunction with institutional stakeholders and advocacy groups, should facilitate the adoption of SRHRM practices in South-West Nigeria. In addition, the involvement of the private sector and provision of financial grants and subsidies for employers would enhance wider employment, inclusion and quality organisational support for persons with disabilities.

Exploring challenges and solutions in applying green human resource management practices for the sustainable workplace in the ready‐made garment industry in Bangladesh

AbstractThe study aimed to explore challenges and solutions in applying green human resource management practices for the sustainable workplace. The field of enquiry is ready‐made garments factories, with the study drawing on qualitative research. The researchers interviewed 12 managers from leading ready‐made garments factories in Dhaka, Bangladesh. The participants interviewed provided rich qualitative data and identified a number of challenges such as a poor level of knowledge, no rules for practicing, a lack of managerial interest and organisational support, high costs of practicing, and high employee turnover as the main challenges in applying green human resource management practices in the factories of the industry. The study also found that strict rules and regulations, monitoring, courses in universities, training programs, and monetary incentives could be effective solutions in applying green human resource management practices in the organisations. This study is amongst the first in academic research to reveal the challenges and solutions in applying green human resource management practices in organisations; therefore, primary data could be useful for academicians and policymakers for further research and subsequent decision‐making.

Implications of Globalized Human Resource Management Practices in Organizations in Pakistan - An Academic Perspective

Since the 1940’s, businesses have moved beyond local markets and gradually developed into one sophisticated multiethnic and multiracial economies; a trend we today conceptualize as globalization. Through liberated flow of technology and human resources across local boundaries, international organizations are enabled to explore infinite opportunities within limited resources. Globalization, however, has immensely increased responsibilities of the HR practitioners specifically in terms of employee growth and wellbeing. Comprehensive data collection technique of structured open ended interviews from HR practitioners of multi-national and local business concerns was utilized, simultaneously relevant literature was also reviewed to further conceptualize and clarify the implications of implementing globalized HR practices to organizations performing in local scenario. This analytical paper explores HR practices in Pakistan and how efficacious organizations embrace globalization as a challenging yet profitable phenomenon.

Road Map to Human Resources Management Practices in Organizations

Road Map to Human Resources Management Practices in Organizations

Green human resource management practices: a review

The objective of this review is to explore green human resource management practices of organisations based on the existent literature. In this emerging field, it has been generally observed that the existent literature has to be extended further from the perspective of functions of Human Resource Management (HRM). It reveals that much of the past research focused on a few functions of HRM such as recruitment, training and development, performance evaluation and reward management in integrating environmental management with HRM though HRM has more potential and scope in improving organisation’s environmental performance. Hence, this review incorporates diverse functions of HRM to explore the respective green HRM practices under those functions. The findings of the review have identified and highlighted several green HRM practices under the 12 functions of HRM such as job design, job analysis, human resource planning, recruitment, selection, induction, performance evaluation, training and development, reward management, discipline management, health and safety management and employee relations. The contribution of this paper lies in extending the scope and depth of green HRM in materializing sustainable environmental performance of organisations.

Generational Differences in Work Values in China

We examined the generational differences in Chinese employees' work values using the Chinese Work Values Scale with 1,015 Chinese employees across three generations (i.e., Cultural Revolution generation, n = 148; Transitional generation, n = 355; Millennial generation, n = 512). We found that, even with gender, education, and position taken into account, the Millennial generation placed more importance on intrinsic and extrinsic rewards than did the Transitional generation or the Cultural Revolution generation, and that the Cultural Revolution generation placed more importance on altruism than did the younger generations. Results also showed that generation exerted more influence on work values than did age. This implies that, taking these results into account, current human resource management practices in organizations and institutions in China should be adjusted accordingly.

For All Good Reasons: Role of Values in Organizational Sustainability

Management practices are at the heart of most organizations’ sustainability efforts. Despite the importance of values for the design and implementation of such practices, few researchers have analyzed how human values, particularly ethical values, relate to human resource management practices in organizations. The purpose of this conceptual paper is to integrate scholarship on organizational sustainability, human resource practices, and values in delineating how four specific values—altruism, empathy, positive norm of reciprocity, and private self-effacement—support effective human resource practices in organizations. This set of distinct values has sustainability implications, global relevance, and ethical significance. Propositions that indicate relationships among these values, human resource practices, and organizational sustainability, as well as the effects of the resource-based view to potentiate these relationships, are developed. This analysis suggests that ethical and multicultural values are important for planning and implementing effective management practices and organizational sustainability.

Impact of demographic variables on voluntary labour turnover in South Africa

This paper demonstrates the relevance of employee demographic variables as extended factors in the voluntary turnover process since these models currently do not sufficiently explain the factors impacting the turnover decision. Over 1000 managers and knowledge workers were surveyed using a cross-sectional questionnaire to identify potential similarities in demographic variables in the decision to leave the organisation. Findings indicate that various demographic variables (age, race and gender) influence whether pull or push factors are cited in the turnover process. In addition, it is found that the level of education has a stronger relationship to employee mobility than race, which contradicts the current sentiment in the South African labour market. Furthermore, it is concluded that demographic variables of employees should be considered in the extension of contemporary turnover models. The findings have implications for human resource management practices in organisations that are more dependent on knowledge workers. Consequently, the findings have implications for current prevailing theory on voluntary turnover research.

The Nexus between human resource management practices and employment law in the Fiji Islands: a study of the employment relations promulgation

Globally, the issue of employment law and human resource management practices is widely discussed in the public domain. Employment law is embodied in the human resource management practices of organisations. It sets the minimum guidelines for the design and implementation of human resource management practices in organisations. Importantly, good organisations usually seek to do more for its workers than the minimum standards established by the employment law. Good human resource management managers also need to have a good knowledge and understanding of the employment law so that the implementation of the employment law does not become a burdensome task. Organisations should see employment law not as additional costs rather they should see it as a mechanism of maintaining good corporate social responsibility. Against this backdrop, this paper will outline the implications of the employment relations promulgation on the Fiji Islands.