Strategic Human Resource Development Research Articles

Analysis of the Role of BPK RI in Promoting Organizational Capacity Development of ASEANSAI in the Period 2018-2023

The development of international audit organizations is crucial for enhancing accountability, transparency, and integration of public sector financial management globally. In Southeast Asia, the establishment of the Association of Southeast Asian Nations Supreme Audit Institutions (ASEANSAI) is significant for fostering regional cooperation in financial auditing. The Supreme Audit Agency of the Republic of Indonesia (BPK RI) plays a pivotal role as the ASEANSAI Secretariat, supporting and developing the organization's performance. As ASEANSAI matures, organizational capacity development becomes a key challenge. This study aims to analyze BPK RI's role in enhancing ASEANSAI's organizational capacity during the 2018-2023 period, utilizing Dillen et al.'s (2019) theory of transition from managerial roles to strategic experts and Walters' (2019) theory of organizational capacity development. Employing a qualitative methodology and conducting in-depth semi-structured interviews with 18 individuals from both internal and external ASEANSAI, the study identified several suboptimal aspects in the Secretariat's role and ASEANSAI's capacity development, including human resource management, financial management, and organizational performance stability. The findings suggest that these issues stem from inadequate strategic human resource development, limited financial resources, and external environmental changes such as the COVID-19 pandemic and regional socio-humanitarian issues.

Strategic human resource development: A study of training and development in Nepalese commercial banks

The purpose of this study is to determine how strategic human resource development has been taken in the context of training and development by the employees of Nepalese commercial banks. Strategic human resource development has greater focus on training and development which can enable the management of banks to make appropriate policies and programs to strengthen the banks' profitability and efficiency. The qualitative case study research design is used in this study. Three research questions were set to seek the answers from the participants/ informants of commercial banks which were related to strategic human resource development (SHRD) and its relationship with training and development, SHRD and their issues in Nepalese commercial banks and new roles and structure that improve SHRD for training and development. Some human resource officials were taken as informants/participants from different commercial banks to furnish the answers. Data were gathered in verbatim form, transcribed, coded, and generated theme using qualitative data software Atlas-ti. This study concludes that SHRD can be a challenge for Nepalese commercial banks because of inadequate investment and a lack of alignment in T&D, by evaluating needs, determining essential skills, and implementing the appropriate programs that SHRD synchronizes T&D with business objectives, it may be useful to implement new structures and roles to enhance SHRD in Nepalese commercial banks.

Validation of individual work performance questionnaire in a Vietnamese context

Purpose This study aims to address the reliability and construct validity of the Individual Work Performance Questionnaire (IWPQ) in a Vietnamese context. Using the IWPQ as a measurement tool, this research also examined whether demographic features (such as gender, education level, work experience and position in a company) influenced employees’ work performance. Design/methodology/approach The Vietnamese IWPQ was validated via a two-step process of factor analysis, including an exploratory factor analysis (EFA) and confirmatory factor analysis (CFA). The data collected were randomly divided into two subsamples to independently serve the EFA (n = 341) and CFA (n = 342). ANOVAs and t-tests were also used to examine the differences in individual work performance (IWP) among different demographic categories. Findings The results of the current study confirmed the applicability of the three-dimensional IWPQ in a Vietnamese context. In addition, they also indicated several demographic features that impacted employees’ patterns of responses to IWPQ dimensions. Research limitations/implications This study focused on the construct validity of the IWPQ, without taking the content, face or criterion validity into consideration. Thus, future research should be conducted to yield a more comprehensive validation of the instrument, to measure the relationship between human resource development (HRD) practices and employee performance and to examine the relationship between strategic HRD and IWP and firm outcomes. In addition, the validated Vietnamese version of the IWPQ may inspire comparative studies on individual performance within and between units in an organization and among organizations and industries. Practical implications HRD practitioners can now use the validated IWPQ in the Vietnamese language to assess fluctuations in and analyze current staff performance, thereby facilitating human resource management and development. This study also offers recommendations for business leaders and HRD practitioners striving to implement strategic HRD aimed at reducing disparities in gender and between educational qualifications and job assignments at workplace, with the overarching goals of enhancing staff performance. These recommendations prove instrumental in improving staff performance, strengthening organizational efficiency and ultimately tackling the issue of low productivity in Vietnam and neighboring countries. Social implications This study findings underscore the significance of embracing strategic HRD while taking into account individual, organizational and contextual factors that influence IWP. This approach serves to bridge current gaps related to IWP, including Vietnam’s comparatively lower productivity compared to neighboring nations, educational qualifications and role allocations within the workplace, as well as the prevailing work standards and strategic objectives. Originality/value To the best of the authors’ knowledge, this rigorously validated Vietnamese version of the IWPQ is the first of its kind in Vietnam, making a significant contribution to inclusivity initiatives and offering substantial evidence to affirm the IWPQ’s relevance across diverse contexts.

청년 니트 결정요인

Youth period is a period of life in which individuals strive to design and realize their dreams and hopes. Recent profound changes in society, technology, the economy, ecology and environment, and politics have posed a crisis in youth employment and, if mishandled, can lead them into a state of NEET (Not in Education, Employment, or Training). In this study, we aimed to analyze the main factors contributing to youth NEET status, considering not only general demographic background information but also socio-economic variables such as self-efficacy, parents' occupation and education, housing type and residence, and financial independence from parents. To do this, we utilized data from the Korean Employment Information Service's Youth Panel from 2007 to 2015-2022 and conducted empirical analysis using logistic regression models.
 The analysis results indicated that, in general, young individuals with lower self-efficacy were more likely to transition into NEET status. Additionally, young adults who were financially dependent on their parents and lived with them were more likely to become NEETs. Regarding housing environment, it was found that young adults living in apartments or detached houses had a higher probability of becoming NEETs. Furthermore, the probability of NEET status was higher for males compared to females, and regional differences showed that young adults residing in the Jeolla-Gwangju region had a higher probability of NEET status.
 The implications of this study are as follows. Firstly, policy programs that can prevent youth unemployment (NEET) should be activated. Secondly, it is necessary to strengthen the content of the subject and establish performance indicators to enhance self-efficacy in the knit prevention policy program. Thirdly, a tailored industry development policy that takes into account regional characteristics, along with strategic Human resource development(HRD) in the field of education and training, should be implemented to improve youth employment opportunities. Lastly, it is recommended to establish a fair recruitment and talent management culture based on competencies rather than academic qualifications, along with policies to alleviate excessive wage gaps between job positions. A holistic approach to youth housing and employment policies was also suggested.

Maritime instructors' competence, retention, and attrition: Basis for strategic human resource development plan

Maritime instructors' competence, retention, and attrition: Basis for strategic human resource development plan

Sustainable Retail Financing in Turbulent and Difficult Market Conditions: A Dynamic Capability Perspective

Objective: This study aims to identify the dynamic capabilities (DC) that have been owned by the company and find new measurements of DC instruments for financing companies. Dynamic capability is needed to react quickly to the dynamics of the industrial environment, survive in competition and be sustainable. Research Design & Methods: This study utilized a quantitative approach. The search for factor values of each DC was conducted through 32 questionnaire questions given to 55 branch business managers. KMO and Bartlett's test and rotated component matrix test were conducted to prove that the factors are interrelated, with the limitation of average value as the main factor determinant. Findings: Sustainability, innovation, and dynamic factors are important capabilities for multi-finance companies that need to be strengthened and developed. Implications & Recommendations: The concept of DC sensing, seizing, and reconfiguring is closely related to the capabilities of strategic human resource development (SHRD) which is the most important asset. In the future, research can be conducted again on how strong the relationship between SHRD dynamic capabilities and existing DC factors is in achieving company sustainability. Contribution & Value Added: Organizations can survive in fierce competition if they know their DC as their competitive advantage. However, not many companies know how to measure their DC against their dynamic industry, this study will provide examples of the instruments needed.

Strategic Human Resource Development For Regional Secretary Apparatus Enhancement In The Maros District: An Analytical Study

Strategic Human Resource Development For Regional Secretary Apparatus Enhancement In The Maros District: An Analytical Study

Strategic Human Resource Development & Support System Characteristics

The concept of Strategic Human Resource Management has become a very important and interesting discussion at Polda Bali. A company if it wants to succeed in competition in the global era like today must be able to make a human resource management design that has the ability and is responsive to changes in the business world in the future (strategic). The research aims to explain the concept of strategic human resource management (HRMS) and the characteristics of its support system in an effort to contribute to company performance. This MSDMS research uses a qualitative approach by using a literature review in presenting theories about the research problems being conducted. This study concludes strategic human resource management (HRM) primarily from a process point of view to improve organizational performance. First, analyzing the common features in the definition of HRM clarifies five features (close fit between human resource management (HRM) and management strategy, etc.). Second, approaches that investigate the relationship between strategy, HR practices and organizational performance are reviewed. As a result, best practice approaches have been frequently used and produce comparatively useful results with contingency approaches and configurational approaches. The PSDM system will be considered to have strategic value in the context of public management reform only if it has the ability to develop a supportive environment for learning, where there is a clear link between the PSDM and the government's strategic objectives. national institutions, which in turn have been aligned with the goals of public management reform. Strategic PSDM is a prerequisite for an emerging learning culture and for learning organizations to thrive.

Reframing Tech-Based Strategic HRD Practices in Organizational Path: Is the Journey Engaging?

The present study endeavors to understand tech-based Strategic Human Resource Development Practices (tech-based SHRDP), specifically aiming to explore whether tech-based SHRDP has any relation with employee engagement and study whether the attitude of employees toward tech-based SHRDP moderates the relation between HRD practices and employee engagement. Data was collected from 375 IT professionals. Hierarchical-regression analysis and correlation were used to address the research questions. The study found tech-based SHRDP were associated with employee engagement and the attitude of employees toward tech-based SHRDP moderates the relation between HRD practices and employee engagement. The paper is an original empirical work that focuses on tech-based SHRDP and comes with findings that would assist the organizations and human resource professionals to plan their HRD practices aiming toward sustainability of the workforce.

Formalising human resource practices in a family-centric business: the case of Precision Engineering

Learning outcomes After studying the case, the students will be able to: 1. understand the business and existing HR practices at Precision Engineering; 2. evaluate the factors affecting business that may require the company to formalise its HR practices; 3. create recruitment and selection-related solutions for HR 2.0 using appropriate models and theory to aid the company meet its business goals; 4. create training needs identification and evaluation practices for HR 2.0 using appropriate models and theory to aid the company meet its business goals; and 5. create performance planning and review-related solutions for HR 2.0 using appropriate models and theory to aid the company meet its business goals. The case helps students objectively assess HR practices related to three core verticals – recruitment and selection; training; and performance management systems. It also enables them to reassess these practices with the help of specific metrics and models. Case overview/synopsis Precision Engineering was a manufacturer of machined metal components in the Indian automotive components industry. It had been a family-run business since its inception in 1995. Precision was awarded the prestigious Automotive Component Manufacturers of India award in 2020 for excellence in HR. Ms Sakshi Kapoor, General Manager of Innovation, was ecstatic at the receipt of this award. She, however, was thoughtful about the informal human resource (HR) practices at the company. The top management had announced an aggressive growth plan and advised Ms Kapoor to leverage HR practices to facilitate these plans. Recruitment and selection, employee training and performance management systems needed to be formalised on a priority basis to strategically aid the future business agenda at Precision. Ms Kapoor faced the challenge of preparing the roadmap of HR 2.0 while preserving the employee-centric beliefs at Precision. The case initiates a discussion to achieve this goal by adopting suitable HR metrics and models. Complexity academic level It should be taught in the core course on Human Resource Management for first-year Masters in Business Administration (MBA) students. Alternatively, it could be used in elective courses such as Strategic Human Resource Management, Training and Development and Performance Management Systems for second-year MBA students. Supplementary materials Teaching notes are available for educators only. Subject code CSS 6: Human Resource Management.

The impact of strategic human resource development on organizational growth

There is a major need to focus on all such aspects to avoid inconsistencies. It is even noticed that managing the workforce during the time of pandemic has become a real challenge for the organizations because it started to create a negative impact over the workers' productivity that eventually has begun to develop the adverse impact over the organizational growth. It is even claimed by that the high focus over the human asset developed is essential to focus to have the competent and retained workforce. The research tends to clarify the relationship between the Strategic Human Resource Development (SHRD) practices and organizational growth. However, the following research has been organized in the context of the Abu Dhabi National Oil Company (ADNOC). This research has specifically investigated determining the key SHRD practices that contribute to the organizational growth and explained how SHRD helps establishments to maximize the organizational growth of ADNOC by embracing organizational learning. The overall study has an approach to focus more on the challenges areas of organizational development within ADNOC company. The outcomes were evaluated effectively to understand the issues and factors faced by the employees who were responsible for reducing the productivity of the company toward organizational growth by focusing over the organizational development.

Motivation of insurers’ staff in the health insurance sector in the turbulent times

Introduction. Medical insurance is successfully practiced abroad, and the majority of the European population uses healthcare services at the expense of insurance companies. However, the population of Ukraine is not used to such an insurance product, and therefore it is very difficult to prove the need for insurance medicine and its benefits. A particularly important factor in the promotion of health insurance services is the qualification level of staff and their possession of relevant healthcare competencies. Therefore, when forming the staff of insurance companies, due attention should be paid to the professional level of specialists and their ability to promote such an insurance product as health insurance. Currently, the insurance industry in Ukraine is facing a perfect storm, as numerous external factors converge in time to reach their culmination. The purpose of the article is to substantiate the constituent elements of the model of the system of motivation of insurance companies' personnel in the conditions of turbulence as a prerequisite for increasing the competitiveness of insurance companies and stimulating the development of health insurance. In the process of the research, the authors answer the following scientific questions: (1) what are the basic problem areas of organisational and financial nature of the development of health insurance in Ukraine? (2) is there a dynamics of change in the personnel of insurance companies in the context of turbulence in HR management? Method (methodology). At the beginning of the research, we used the method of systematisation and comparison of opinions of various analysts and scholars to identify the main problem areas of organisational and financial nature of the development of health insurance in Ukraine. Next, based on the method of comparison, the authors analyse the dynamics of personnel changes in the TOP-5 domestic insurance companies in terms of insurance premiums received and foreign insurance companies of similar insurance groups in the context of turbulence in personnel management, and also provide examples of changes in the activities of insurance companies' management in the context of military operations. As a result, by applying the methods of structural-logical analysis and analysis of strategic gaps, the constituent elements of the model of the system of motivation of personnel of insurance companies are substantiated. Results. The problematic areas of organisational and financial nature of the development of health insurance in Ukraine with possible measures to improve the situation are identified. The need for continuous improvement of the professional level of insurance companies' employees and understanding of the specifics of the healthcare industry is emphasised. The article reveals the essence of the conditions of turbulence in the activities of insurance companies, which are understood as climate change, pandemic conditions and war, which determine the peculiarities of staff motivation as a factor in increasing the competitiveness of insurance companies. The authors describe the constituent elements of the model of the insurance companies' staff motivation system in the context of turbulence, in particular, critical human resources, strategic human resources development, search for the best talents, individual preferences and career development planning, employee assistance programme, adaptive learning, development of employees' skills and potential, organisational leadership, and intercultural adaptation.

Improving the quality of strategic human resource development: an integrative model for developing countries

Improving the quality of strategic human resource development: an integrative model for developing countries

Will Human Resource Development Become Too Important To Be Left to Human Resource Development Professionals? Employees and Managers as Strategic Human Resource Development Stakeholders

Will Human Resource Development Become Too Important To Be Left to Human Resource Development Professionals? Employees and Managers as Strategic Human Resource Development Stakeholders

Strategic human resource development in times of business and economic uncertainty: the case of Greek banks

PurposeThis paper aims to operationalise a modified strategic human resource development (SHRD) framework to examine managerial perceptions of the strategic embeddedness of human resource development (HRD) in organisations in times of business and economic uncertainty.Design/methodology/approachThe paper draws on qualitative research data, following a case-study research design and semi-structured interviews with 44 participants to enable an in-depth investigation of managerial perspectives.FindingsResearch findings outline complexities in both understanding and operationalising SHRD in times of crisis which flow from managerial differing viewpoints.Research limitations/implicationsResearch findings and conclusions are subject to “respondent bias” as events occurred several years ago, thus participants may not fully recall how SHRD has changed over time. Focussing on a unique industrial sector, as well as to a specific national context, limits the generalisation of the findings in comparative contexts.Practical implicationsOwing to the ongoing business and economic uncertainty, this study could serve as a powerful tool at the hands of HRD professionals to effectively assess the nature of their HRD interventions in their organisations.Originality/valueHaving a modified SHRD framework assessed in volatile, uncertain, complex and ambiguous contexts, the reality of SHRD in organisations is examined. In addition, focussing on a single sector overcomes the “one-size fits all” proposition of prominent SHRD models. Finally, the paper expands SHRD literature by examining managerial perspectives on SHRD into understudied national and industrial contexts.

Organisational Manoeuvres to Manage Human Resource Development Strategically: A Review of Strategic HRD Factors

In managing the rapidly changing environment context, human resources and talents are probably the only organisational resource that managers can resort to, in their pursuit of sustainably steering the organisation through the turbulent course, including the one of the COVID-19 pandemic now. Managers should push forward organisational manoeuvres to manage their human resource development (HRD) function by embodying strategic factors in a commensurate manner. It requires them to strategize the way they train and develop their human resources and talents; that is, the process of strategic HRD. Therefore, this paper reviewed the past literature to identify the strategic HRD factors, which are the organisational manoeuvres essential to manage HRD strategically. Based on the critical deliberations on the previous literature, it infers that there are seven key strategic factors that strategize HRD in an organisation. It helps build an agile, resilient organisation that can sustain in both normal and crisis times.

A Study on the meaning of work and job embeddedness affecting the creative behavior of organization members

This study attempted to confirm the factors that the meaning of work perceived by organization members and job embeddedness affects creative behavior. In addition, we tried to confirm the relationship between the meaning of work and job embeddedness. On the other hand, we tried to verify the mediating effect of job embeddedness between the meaning of work and creative behavior. Accordingly, the following results and implications were derived through the hypotheses set for the members of small and medium-sized enterprises. First, the meaning of work showed a positive effect on job embeddedness and creative behavior, and it was empirically analyzed that job embeddedness was improved on creative behavior. In order to improve the creative behavior of organizational members, the need for advancement of the management and training system to systematically improve and strengthen the meaning of work and job embeddedness has emerged. Second, job embeddedness showed a mediating effect between the meaning of work and creative behavior. In other words, the employee's job embeddedness acted as a direct or indirect factor according to the improvement of the meaning of work and creative behavior. Accordingly, as one of the major factors in human resource management and strategic human resource development for the advancement of the sustainable management system, the need for institutional establishment and implementation was required as it became more efficient and effective.

The Effect of Learning Support Leadership on Learning Agility and Job Satisfaction of Organizational Members

We study is to confirm the influence of the manager's learning support leadership perceived by the organizational members of small and medium-sized ICT companies on the learning agility and job satisfaction of the organizational members. In addition, this study was to confirm the relationship between learning agility and job satisfaction and the mediating effect of learning agility. To this end, the statistical package program SPSS 24.0 and SPSS PROCESS Macro Model were used for 352 copies. In other words, the results of analysis through frequency analysis, reliability analysis, factor analysis, regression analysis, and bootstrapping method to verify the established research hypothesis are as follows. First, the leadership of the manager's learning support showed a positive effect on job satisfaction. Second, the leadership of the manager's learning support showed a positive effect on learning agility. Third, learning agility was statistically significant in job satisfaction. Fourth, learning agility showed a mediating effect between learning support leadership and job satisfaction. As shown in the results of this study, it was shown that in order to improve the job satisfaction of organizational members, the learning support leadership of the manager and the learning agility of the members can be systematically improved. In other words, in terms of strategic human resource management and strategic human resource development, the organization was required to establish systematic systems and continue to implement them. In particular, there was a need for the development and operation of programs that could develop and improve competency for learning support leadership and learning agility.

Improving the Quality of Strategic Human Resource Development: An Integrative Model for Developing Countries

Improving the Quality of Strategic Human Resource Development: An Integrative Model for Developing Countries

관광·레저산업의 전략적 인적자원개발 및 전문인력개발 정책에 관한 연구

초록·키워드 목차 오류제보하기 This study is based on the "2014-2019 Basic Statistics Report of Tourism Business Companies" published by the Ministry of Culture, Sports and Tourism and the "2019 Tourism and Leisure Industry Human Resources Report" published by the Tourism and Leisure Industry Skills Council (ISC), and provides academic significance, policy and practical implications for effective human resource management of tourism and leisure industries and its reconstruction. The purpose of this study is to investigate the current status of supply and demand of manpower by industry and the overall trend of industry in tourism and leisure industry and to examine the growth potential and trend change in the future. In addition, through the survey of the current status and demand of human resources by industry, it will provide basic data for human resource management activities in related industries. #전략적 인적자원 개발(Strategic Human Resources Development) #관광레저산업(Tourism & Leisure Industry) #산업기초통계(Industry Basic Statistics) #인적자원 개발정책(Manpower Development Policy) AbstractⅠ. 서론Ⅱ. 선행연구 및 정책 현황Ⅲ. 관광·레저산업 동향 분석Ⅳ. 정책적 논의Ⅴ. 결론참고문헌