Significance Of Human Resource Management Research Articles

The Influence of Career Development, Positive Psychology, Organizational Communication, and Strategic Digital Leadership on the Improvement of Performance in the Aviation School Organization of the Ministry of Transportation, Mediated by Employee Motivation

This research investigates the factors influencing organizational performance within the Flight School of the Ministry of Transportation, focusing on the unique structure of the Public Service Agency (BLU) and its technical implementation units. It explores challenges faced by aviation service schools in meeting BLU revenue targets and highlights the significance of human resource management. Drawing on insights from scholars, the study examines the impact of career development, positive psychology, organizational communication, and digital leadership strategies on organizational performance, mediated by employee motivation. Using a quantitative approach involving a survey of 175 officials and Structural Equation Modeling (SEM), the research finds positive influences of these factors on organizational performance, with employee motivation playing a mediating role. However, limitations such as reliance on self-reported data and the sample size constrain the generalizability of findings. Future research could employ qualitative methods and longitudinal studies to deepen understanding and investigate long-term effects.

The Impact of Human Resource Management on University Development

As competition in the education industry intensifies and the knowledge economy evolves, the significance of Human Resource Management (HRM) in university institutions. This study aims to explore how HRM affects the sustainable development and competitiveness improvement of universities. This article begins with a theoretical analysis to define the concept of HRM and its particular relevance within university education. The subsequent analysis examines the multi-dimensional framework of university development, encompassing its connotation, goals, and key influencing factors. The article further elaborates on the positive effects of HRM on university teaching quality, scientific research capabilities, organizational culture, and social services. On this basis, the main challenges currently faced by university HRM are discussed, such as talent mobility, institutional constraints, resource limitations, and internationalization pressure. Finally, optimization strategies are proposed, including building a scientific human resources system, enhancing talent training and development, fostering diversity among teaching staff, and improving decision-making efficiency and transparency. The conclusions of this study aim to provide strategic insights for university education managers to better utilize human resource advantages and promote the comprehensive and sustainable development of universities.

Human Resource Management in Times of Economic Uncertainty: Lessons from Financial Crises.

This scholarly paper examines the collection of empirical studies on human resource management during crisis situations. It encompasses research conducted both before the onset of the COVID-19 pandemic and studies published in the aftermath of the pandemic's outbreaks. Thefindings point to the significance of Human Resource Management (HRM) in guiding organizations through times of economic instability. It extracts valuable lessons from previous financial crises to underscore the crucial human resource management significance in sustaining business operations, strengthening resilience, and fostering enduring success. Finally, a conclusion is presented.

Research on the Relationship Between Human Resource Management and Corporate Environmental Responsibility

The significance of human resource management in enterprise management is steadily growing, especially as businesses today are expected to shoulder their share of social responsibility. Among these responsibilities, corporate environmental responsibility assumes a pivotal role. This paper aims to investigate the interplay between human resource management practices and corporate environmental responsibility. The study employs various factors of human resource management practices as independent variables, using the current environmental status quo and environmental innovation capacity as intermediary variables, and adopts multiple regression analysis to scrutinize the influencing factors of corporate environmental responsibility. The findings underscore that when the working environment is favorable, enterprise human resource management practices can effectively enhance corporate environmental responsibility. Furthermore, when supported by environmentally responsible behavior, these human resources practices exhibit a positive influence on a company’s environmental responsibility. Consequently, this study provides practical recommendations for enhancing corporate environmental responsibility.

Pengaruh Pemberian Kompensasi dan Pelatihan Kerja terhadap Kinerja Karyawan pada PT Suka Fajar Pekanbaru

The significance of human resource management to a company's development serves as the driving force behind this study. The business must effectively manage its human resources in order to increase employee performance. This study was carried out in PT. Suka Fajar Pekanbaru, which is situated at Kec. Marpoyan Damai, Tengkerang Bar, Jalan Soekarna-Hatta No. Kav 141, Pekanbaru City, Riau 28282. The goal of this study was to ascertain how employee performance at PT.Suka Fajar Pekanbaru was impacted by pay and on-the-job training. Employee performance is variable Y, and the variables X1 and X2 are payment and job training. The questionnaire findings were utilized to generate descriptive and quantitative analytic techniques, which were then quantified using the Likert scale approach. The SPSS application is then used to process the data. Both multiple linear regression analysis and a simple linear regression analysis are employed in this investigation. 60 respondents were chosen at random as the sample in this study from the entire population. The findings supported the first hypothesis, which was that salary had a favorable impact on employee performance. The second test shows that on-the-job training boosts worker productivity. The Fcount test results demonstrate that employee performance is positively impacted by both salary and job training.

Longitudinal effects of high-performance work practices on job performance via person–job fit

PurposeThis present three-wave longitudinal study aims to elucidate underlying mechanism in high-performance work practices (HPWPs) and job performance relationship by examining the role of person–job as a potential mediator.Design/methodology/approachData were collected from 357 faculty members of universities in Punjab (India) using a well-structured questionnaire for four consecutive months. Hypotheses were tested using PLS-SEM software.FindingsThis study results substantiated HPWPs have a direct favorable impact on the person–job fit because their extensive engagement policies, such as employee empowerment and rewards, help employees to perceive their jobs as being a good fit. Furthermore, these practices fulfil employment expectations for employees, resulting in job fit and boosting the employee’s performance; highlighting person–job fit as potential mediator.Research limitations/implicationsGrounding on the person–environment congruence theory, this study shed light on the relationship between HPWPs and job performance via person–job fit in the Indian higher education sector. This develops a unique management philosophy and strategies for long-term sustainable growth of organizations to give proper concrete evidence for the significance of human resource management (HRM).Practical implicationsThis study findings persuade HR professionals in higher education institutions to actively engage in reconsidering and implementing their current HPWPs efficaciously to ensure that the employees are well-suited to their roles, i.e. increased person–job fit and perform at a higher level. Furthermore, considering the favorable impact of HPWPs on job fit and performance, it is pertinent to extensively use these practices in organizations all over the world especially across developing nations as a successful HRM solution.Originality/valueThis longitudinal study provides first-hand information on person–job fit intervening as a mediator in HPWPs and job performance relationship thereby contributing to the current corpus of HPWPs work. This fills the gap in HPWPs and job performance literature by identifying a novel concept of person–job fit that is mostly unexplored in developing countries like India.

Human Resource Management Decision System University Based on Decision Model

The purpose of university personnel management is to improve the efficiency of running a school by optimizing the allocation of university human resources. Personnel management is one of the most important aspects of university administration, as it plays a key role in the formation of discipline teams and management teams. The use of advanced information technology is to improve the efficiency of personnel management, the establishment of university human resources analysis system, and to promote the school management work. Combining with the achievements of office automation and decision support development, this study analyzes the realization methods and key technologies of human resource management in university decision system, discusses the significance of human resource management in university decision system analysis based on decision model, and constructs human resource management in university decision system. This study first introduces the basic content of human resource management decision model and makes a comprehensive analysis of human resource demand prediction and then constructs a human resource management in university decision model according to the analysis structure. After defining the construction path of the decision-making model of human resource management in colleges and universities, the human resource grading and promotion analysis is carried out to additionally define the prediction of human resource demand in universities. Finally, the decision system is realized and tested by means of mathematical model.

MANAGING HUMAN RESOURCE STRATEGICALLY FOR EFFECTIVE SUPPLY CHAIN - A QUALITATIVE ASSESSMENT FOR ORGANIZATIONAL FIT AND FLEXIBILITY IN SOUTH ASIAN PERSPECTIVE

The study focuses on Strategic Human Resource Management (SHRM), which is considered as central to any organization, but mostly taken as internal organizational matter, however the reality is that it is influenced by various factors including many external ones too. The motivation behind this article is to present a conceptual framework for examining SHRM in the context of Supply Chain Management (SCM). We present a system which distinguishes factors that determine whether embracing a Supply Chain Management (SCM) explains the possibilities that shape SHRM practices as required to accomplish and get benefit from SCO. Therefore, we relied on existing literature associated with SCM an SHRM. The study firstly highlights the significance of human resource management, and then it stretches the limit of administration and HR frameworks from a single organizational focus to intra-organizational and hierarchical connections between SHRM an SCO. Then we propose a system for comprehension of the connections between HR frameworks and SCO, and administrating human resource for efficiency and effectiveness. After then, we also deliberated upon past studies about managing human resources and furnishing a proper system to effectuate research in the SCM orientation. Lastly, we offer suggestions for future research, alongside dishing out for both academicians and practitioners. Keywords: Strategic Human Resource Management, Supply Chain Management, Strategic Fit, asset administration.

BUSINESS SIGNIFICANCE OF EMPLOYEE VALUE PROPOSITION TOWARDS EFFECTIVE WORKFORCE MANAGEMENT

The Employee Value Proposition (EVP) represents the perceived overall deal between employer and employee. The employer offers the employee and expects contributions from the employee in return. The inducements and contributions consist of mutual obligations and promises. Inducements typically concern career progression, organisational support, fair and transparent performance management and more tangible things such as pay and holiday entitlements. Contributions related to working hours, being an employer advocate within and outside the organisation, bringing skills, enthusiasm and entrepreneurship to productive work. Importantly, within the overall deal, nested deals are operating at different organisation levels, such as the tailored, workable arrangements forged between the team leader and team members. These reflect opportunities available for employees to shape their work experience. Top-performing companies create a sustainable EVP and total rewards strategy based on the needs, demographics and preferences of their workforce. Employee value Proposition refers to the rewards and benefits an employee receives in return for his performance at the organisation's workplace. The characteristics of the EVP need to be reflected in the corporate and employer brands. This paper takes reviews the concept of employee value proposition along with the business significance of human resource management.

Human Resource Management Practices in Small and Medium Enterprises

This article analyzes diverse aspects of human resource management as practiced in small and medium scale businesses. The significance of human resource management has increased with the expansion of businesses at different levels due to the liberalization of market and trades across the world. The role of human resources in corporate organizations is crucial in the sense that the strength of people determines the growth of businesses. Human resources are taken as the most precious asset of SME. To reach its values the business must pay a huge importance in human resource management. The implementation of enterprise strategy relies on the employee’s quality as reflected in the entire process of engagement in the world of business. This paper has aimed to demonstrate the implementation of human resource practice and their impact in Small and Medium Enterprise (SME) performance. The data used in the paper have been from secondary sources including articles, reports and dissertations. The existing literature demonstrates the management of human resources is aspiring in the business world. Both management and implementation of human resources has influenced the success of small and medium enterprises. Indeed, the commendable management of human resource helps three fundamental intents of each enterprise: surviving, increasing and raising their incomes. The paper investigates into the role of Small Scale Enterprises (SMEs) in the manufacturing sector that contributes to the growth of economy. Indeed, small-scale enterprises are important for modern economy as it widely contributes to employment growth as well. The development of a country depends on economic prosperity. Managing human resources in businesses can help to enhance the status of corporate world that aims to multiply economy of all aspects of society. As business establishments are human organizations, people are very indispensable in its existence and success. The study has explored that human resource development is significant to any organizations ranging from small to large scale enterprise because it is well known that no business can exist without human beings. It is recommended that SMEs business should clearly define recruitment policies in consistency with the existing laws of a particular nation. Besides, there should be consistency in training activities, the owners of SMEs business should ensure that training offered to employees at all levels is pertinent to their needs. Overall, human resource management practices play a significant role in affecting labor productivity in manufacturing companies.

Scientific Innovation and its Representation in Discourse

1. Introduction In the context of the current development of the economy it is now very important for the society that the companies should possess capabilities to effectively position and develop their advantages under the conditions of global competitive struggle (Gukalova, 2015; Thalassinos, 2007) thereat, operational efficiency is largely predetermined not only by economic potential of productive systems, but also by the use of the modern concepts of business management, by the application of business optimization methods (Velichko, Goncharova, Zabolotskaya, 2012). The experts note that one of the key elements of any successful business is represented by the capability of an organization to engage, to retain and to develop talented employees (Osabiya, 2015), to increase its intellectual capital. Under the conditions of globalization of the economy the mobility of human resources increases, and organizations have to search for the ways to maintain and to improve the efficiency of staff performance, to boost their corporate image and to fulfill their corporate objectives (Cetin, 2013). In this context the issue of investing not only in production and management, but in human capital as well is now of actual importance (Balynskaya, Sinitsina, Kuznetsova, Nazarova, 2015; Sibirskaya et al., 2015; Medvedeva et al., 2016). Within the framework of modern competitive struggle each organization wants to attain advantages over its competitors. However, this could not be achieved without proper involvement of the staff, without the application of different methods of human resource and motivation management (Sekhar, C., Patwardhan, M. and Singh, R.K. 2013; Giannarakis, 2016; Breckova, 2016). The changes in the market environment affect human resource management and stipulate its strategic significance in the success of a company. The intensified competitive struggle makes companies become more flexible and client-oriented to achieve the long-term sustainable success. Motivation development becomes one of the strategies to fulfill higher objectives of an organization. To reach prosperity, organizations develop different competitive strategies to improve their operational efficiency (Chukwuma, 2014). Thereat, it is usually noted that motivation strategy is based on the overall strategy of the company and constitutes a part of the human resource management strategy (Balynskaya, Kuznetsova and Sinitsyna, 2015; Garanina, Gonin and Goncharenko, 2010; Pociovalisteanu, 2015; Pociovalisteanu et al., 2010). Motivated staff is the company's most important asset capable of creating new values (making use of one's creative abilities and professional skills) that affect the success and the competitive power of the organization thus predetermining the strategic significance of human resource management for the company (Balynskaya, et al., 2014; Bondarenko, et al., 2017; Epifanova, et al., 2015; Seniwoliba and Nchorbono, 2013). Each organization is interested in attaining sustainably high performance indicators by virtue of its human resources and, in the first place, by virtue of improving its labor efficiency (Ngima and Kyongo, 2013; Rong, 2015; Zameer, Ali, Nisar and Amir, 2014; Aghajeri and Aghajeri, 2013; Firescu and Popescu, 2015). According to earlier studies including the works of Hashim Zameer, Shehzad Ali, Waqar Nisar, Muhammad Amir (2014), motivation affects human resources, and thus the company should motivate the employees for better fulfillment of their tasks or for the fulfillment of the company's objectives and for improving the labor efficiency. At the same time, motivation is a principal tool for reducing the staff turnover rate. The lack of adequate (effective) motivation of human behavior results in failure to fulfill the targets and objectives of the company and thus in poor operational efficiency (Vnuchkova and Klupakova, 2013). Current importance of the investigation of the issue of motivation has never been doubted by science and practice, inasmuch as the precisely developed and efficient motivation system does not only stimulate social and creative activities of the employees, but it also predetermines the final results of the operations of the companies of different forms of ownership. …

Motivation as Factor of Improving Efficiency of Trade Company Operations

1. Introduction In the context of the current development of the economy it is now very important for the society that the companies should possess capabilities to effectively position and develop their advantages under the conditions of global competitive struggle (Gukalova, 2015; Thalassinos, 2007) thereat, operational efficiency is largely predetermined not only by economic potential of productive systems, but also by the use of the modern concepts of business management, by the application of business optimization methods (Velichko, Goncharova, Zabolotskaya, 2012). The experts note that one of the key elements of any successful business is represented by the capability of an organization to engage, to retain and to develop talented employees (Osabiya, 2015), to increase its intellectual capital. Under the conditions of globalization of the economy the mobility of human resources increases, and organizations have to search for the ways to maintain and to improve the efficiency of staff performance, to boost their corporate image and to fulfill their corporate objectives (Cetin, 2013). In this context the issue of investing not only in production and management, but in human capital as well is now of actual importance (Balynskaya, Sinitsina, Kuznetsova, Nazarova, 2015; Sibirskaya et al., 2015; Medvedeva et al., 2016). Within the framework of modern competitive struggle each organization wants to attain advantages over its competitors. However, this could not be achieved without proper involvement of the staff, without the application of different methods of human resource and motivation management (Sekhar, C., Patwardhan, M. and Singh, R.K. 2013; Giannarakis, 2016; Breckova, 2016). The changes in the market environment affect human resource management and stipulate its strategic significance in the success of a company. The intensified competitive struggle makes companies become more flexible and client-oriented to achieve the long-term sustainable success. Motivation development becomes one of the strategies to fulfill higher objectives of an organization. To reach prosperity, organizations develop different competitive strategies to improve their operational efficiency (Chukwuma, 2014). Thereat, it is usually noted that motivation strategy is based on the overall strategy of the company and constitutes a part of the human resource management strategy (Balynskaya, Kuznetsova and Sinitsyna, 2015; Garanina, Gonin and Goncharenko, 2010; Pociovalisteanu, 2015; Pociovalisteanu et al., 2010). Motivated staff is the company's most important asset capable of creating new values (making use of one's creative abilities and professional skills) that affect the success and the competitive power of the organization thus predetermining the strategic significance of human resource management for the company (Balynskaya, et al., 2014; Bondarenko, et al., 2017; Epifanova, et al., 2015; Seniwoliba and Nchorbono, 2013). Each organization is interested in attaining sustainably high performance indicators by virtue of its human resources and, in the first place, by virtue of improving its labor efficiency (Ngima and Kyongo, 2013; Rong, 2015; Zameer, Ali, Nisar and Amir, 2014; Aghajeri and Aghajeri, 2013; Firescu and Popescu, 2015). According to earlier studies including the works of Hashim Zameer, Shehzad Ali, Waqar Nisar, Muhammad Amir (2014), motivation affects human resources, and thus the company should motivate the employees for better fulfillment of their tasks or for the fulfillment of the company's objectives and for improving the labor efficiency. At the same time, motivation is a principal tool for reducing the staff turnover rate. The lack of adequate (effective) motivation of human behavior results in failure to fulfill the targets and objectives of the company and thus in poor operational efficiency (Vnuchkova and Klupakova, 2013). Current importance of the investigation of the issue of motivation has never been doubted by science and practice, inasmuch as the precisely developed and efficient motivation system does not only stimulate social and creative activities of the employees, but it also predetermines the final results of the operations of the companies of different forms of ownership. …

Developing an empirical typology of diversity-oriented human resource management practices

PurposeThe significance of human resource management in managing workforce diversity has been emphasized by researchers and various practices have been identified and prescribed in literature. However, there is lack of HR typologies to understand different diversity management alternatives. Hence, the purpose of this paper is to develop a typology of diversity-oriented human resource management (DHRM) practices for clear understanding.Design/methodology/approachThe study employs factor analysis approach for developing typology. In total, 31 human resource management practices covering the five functions of HR, i.e. recruitment, selection, performance evaluation, compensation and training were identified from literature. These practices were analyzed to investigate whether and how these 31 practices cluster into higher order DHRM practices categories.FindingsFrom factor analysis, seven categories of DHRM practices emerged. The findings showed marked differences in these seven DHRM practices categories aimed at managing diversity.Research limitations/implicationsFuture, survey researchers can use this typology of DHRM practices to design instruments that allow a more in-depth and differentiating analysis of role of HRM in managing diversity than those that have been carried out in previous research.Practical implicationsManagers can use the seven types of DHRM practices identified as criteria to choose an adequate pattern for HRM practices to manage diversity.Originality/valueThe typology developed in the study has foundations in specific diversity-related HRM practices rather than based on generic HRM typologies.

The Transfer of HRM Policies and Practices in American Multinational Hotels in Saudi Arabia

Global competition in the international business environment has pushed companies to achieve competitive advantage through mergers, acquisitions and through locating their subsidiaries in less developed counties for cost effectiveness. Consequently, the competitive pressure has increased the significance of human resource management (HRM) in multinational companies (MNCs), and MNCs have recognised the significance of the transfer HRM process across borders. This study examines the transfer of HRM policies and practices of US MNCs to their subsidiaries in Saudi Arabia. The aim of the study is to determine the extent to which US MNCs transfer HRM policies and practices from their Headquarters to their subsidiaries in Saudi Arabia; and identify the factors that facilitate and inhibit HRM transfer. The paper is based on an investigation of the interaction between home-country and host-country effects in determining HRM policies and practices in MNCs in the context of the Middle East. The study adopts a mixed methods approach of documentary analysis, focus group interviews of employees and in depth interviews of key informants in four subsidiaries of US owned international hotel chains located in Riyadh, Saudi Arabia. DOI : https://doi.org/10.21632/irjbs.7.3.155-164 Keywords: Home Country, Host Country, Human Resource Management Transfer, Institutional Theory, Culture Conditions

The Transfer of HRM Policies and Practices in American Multinational Hotels in Saudi Arabia

Global competition in the international business environment has pushed companies to achieve competitive advantage through mergers, acquisitions and through locating their subsidiaries in less developed counties for cost effectiveness. Consequently, the competitive pressure has increased the significance of human resource management (HRM) in multinational companies (MNCs), and MNCs have recognised the significance of the transfer HRM process across borders. This study examines the transfer of HRM policies and practices of US MNCs to their subsidiaries in Saudi Arabia. The aim of the study is to determine the extent to which US MNCs transfer HRM policies and practices from their Headquarters to their subsidiaries in Saudi Arabia; and identify the factors that facilitate and inhibit HRM transfer. The paper is based on an investigation of the interaction between home-country and host-country effects in determining HRM policies and practices in MNCs in the context of the Middle East. The study adopts a mixed methods approach of documentary analysis, focus group interviews of employees and in depth interviews of key informants in four subsidiaries of US owned international hotel chains located in Riyadh, Saudi Arabia.DOI :https://doi.org/10.21632/irjbs.7.3.155-164Keywords: Home Country, Host Country, Human Resource Management Transfer, Institutional Theory, Culture Conditions

Ethnic diversity, corruption and ethical climates in sub-Saharan Africa: recognizing the significance of human resource management

Most experts agree that human resource management plays a critical role in furthering ethics. The human resource management function can play an instrumental role in creating an ethical culture. However, a literature review shows that researchers have mostly ignored ethics in the African context. Given the growing importance of Africa in terms of global trade, it is critical to study ethics on the continent. This paper documents an exploratory study of ethical climates in sub-Saharan Africa. We develop propositions linking key social institutional factors, i.e. ethnic diversity and corruption, with three types of ethical climate, i.e. self-interest, benevolence and principle. The propositions are empirically investigated using a qualitative case study approach in five companies in Nigeria and South Africa. The results provide varying support for these propositions and highlight the critical role that both the national context and the organizational context play in shaping ethical climates in companies. Furthermore, given the role of human resource management in managing both ethnic diversity and ethics, we discuss the implications of our results for this critical management function.

Human Resource Measurement: The Present and the Way Forward

Significance of human resource management in business performance has been widely recognized by academicians, researchers and practitioners for many years. HR’s role transition from administrative expert to business/strategic partner is an indication to this. Yet, HR managers find difficulty in evincing human value and contribution in financial terms. By and large, both conceptual and practical complexity of the function contributed to the quandary. There have been myriad attempts made by accountants, economists and organization experts to capture and reflect HR’s value to organization. Human resource accounting, workforce scorecard, HR metrics etc are to name a few. However, still human capital valuation remains as a “black box.” This paper attempts to review the present HR measurement models to understand the predicament and propose a new HR measurement framework. While the proposed HR measurement framework is proposed based on the gaps identified in the reviewed literature, much more effort will clearly be required to develop a more comprehensive and practical HR measurement tool.

Is HRM catching on?

There has been, and continues to be, a heated debate about the take‐up and significance of human resource management (HRM) across the economy. Much of that debate has proceeded at the conceptual and normative levels with very little recourse to empirical data. Reports on findings from two extensive pieces of fieldwork conducted over two different time periods (1987‐89 and 1992‐94), which show considerable experimentation with many elements of the HRM model. Discusses the factors inhibiting a fuller embrace of HRM.

The significance of human resource management: a reconsideration of the evidence

Since the publication of the seminal American texts in the early-to-mid-1980s, we have witnessed several years of debate about the academic significance of human resource management (HRM). The debate has been made difficult by the definitional confusion surrounding the term itself. It would be wrong, however, to dismiss HRM on the basis of this confusion. This paper offers a review of the seminal and important works in the HRM canon. It organizes the literature into two broad strands of meaning. The first sees HRM as a practitioner movement or new pattern of management strategy in employment relations, typically emphasizing employee commitment and union substitution. The second sees HRM as a broadly based theoretical development concerned with the relationship between employee relations and strategic management in the firm. While recognizing the links between the two strands, this paper assesses the academic merits of each approach and reaches a series of conclusions on the problems and potential of the s...