HRM

The main objective of this qualitative research is to examine the relationship between manager's Emotional Intelligence (EI) level and effective delegation in industry. In order to test and discuss this relationship, some perception from past and relevant researches and texts are required. This paper also describes the core and practical concept of Emotional Intelligence and delegation, followed by the importance of effectiveness in work place. The literature review could provide better understanding of concepts and the main variables of dependent and independent variables in this research. Lastly, the past researches which have been done on emotional intelligence and its relation to delegation and effectiveness would be highlighted.

Key words: Emotional Intelligence, Effective Delegation, and Measurement of Emotional Intelligence.

Perusahaan yang berkembang merupakan keinginan setiap individu yang ada dalam perusahaan sehingga mendorong perusahaan bersaing dan mengikuti perkembanagn zama. Kemajuan perusahaan dipengaruhi oleh beberapa faktor, salah satunya kinerja karyawan. Kinerja karyawan adalah prestasi yang dicapai seseorang atau kelompok berdasarkan wewenang dan tanggung jawabnya selaras dengan tujuan organiasasi secara efisien dan efektif

An undeniable shift in focus from traditional production companies to Knowledge-Intensive Firms (KIFs) poses challenges for academics and practioners alike. In particular, effective management of an organization’s human resources has become a critical issue for ensuring sustained innovation capacity. The relationship between Human Resource Management (HRM) in KIFs is however still a largely unexplored arena. The objective of this paper is to explore this relationship in an effort to identify HRM practices that support innovation. To this end, the paper includes reviews of the literature relevant to HRM and innovation in KIFs and four case studies from companies in Denmark and Australia that have been recognized for excellence in innovation. On the basis of content analyses conducted on the case data, some preliminary conclusions are posited regarding the role of HRM in KIFs. More specifically, the findings from this study suggest that while there are commonalities between HRM practi...

The purpose of this paper is to help us to understand the problems in the process of implementation of ERP systems, in specifically human impact on ERP implementation, business process, and what factors are at the core of successful ERP implementation of module HR at a company.

Leaders need to ensure that creativity and innovation occurs where is matters, is affordable and relevant and embraces innovation in a company's business model as situations and circumstances change and to address new challenges and opportunities. This article draws upon a paper and speech prepared for a plenary session on the first day of the Dubai Global Convention 2016 and 26th World Congress on Leadership for Business Excellence and Innovation organised by India's Institute of Directors. The citation is: Coulson-Thomas, Colin (2016), Leadership, Innovation and Business Growth, Management Services, Vol. 60 No. 2, Summer, pp 36-43

Developments in the field of HRM are now well documented in the management literature  when writers like Drucker and McGregor stressed the need for visionary goal-directed leadership and management of business integration (Armstrong, 1987). This was succeeded by the ‘behavioural science movement’ in the 1960s, headed by Maslow, Argyris and Herzberg. These scholars emphasised the ‘value’ aspect of human resources (HR) in organisations and argued for a better quality of working life for workers.

The relationship between Human Resources Management Practices (HRMP) and employee engagement has gained significant attention form scholars. Despite the importance of HRMP and its influence on employee engagement in the industry, little research has been done in terms of cultivating a systematic literature review in the subject area. Therefore, this paper aims to present a systematic literature review of articles based on forty highly ranked journals during the period of 1990 to 2017. The paper investigates the historical developments of Human Resources Management (HRM), HRMP, and employee engagement in order to present the conceptual evolvement and elaboration of the relationship between HRMP, and employee engagement. The literature highlighted that properly implementing HRMP influences employee engagement, and how this relationship positively affects the overall performance. In this term, a proposed framework is presented. Finally, the research limitations and avenues for future r...

Jelen cikk célja egy, a menedzsment és marketing elmélete és gyakorlata terén viszonylag fiatal, az elméleti irodalomban Ambler és Barrow által az 1990-es években megalkotott, és először 1996-ban publikált employer brand, illetve employer branding témakörének bemutatása és feldolgozása, valamint lehetséges kutatási irányok meghatározása. A szerzők bemutatják azokat a társadalmi és gazdasági tényezőket, amelyek közvetve vagy közvetlenül hatottak a tradicionális marketing és HR-funkciók elkülönültségének megszűnésére, és szükségessé tették a marketingszemlélet begyűrűzését a HR területére is. Elemzik, hogy miként kapcsolható össze és válik elválaszthatatlanná a vállalat belső és külső környezete, valamint a cégről kialakult kép. Vizsgálódásuk középpontjába a munkáltatói márka jelenségének és a munkáltatói márkaépítés folyamatának, eszköztárának és kivitelezésének különböző megközelítéseit helyezik. Végül különböző nemzetközi és magyar kutatásokat mutatnak be és hasonlítanak össze, a k...

This paper surveys the major developments in the field of consumer protection in India since 1984, when the statutory provisions for regulating unfair trade practices were incorporated for the first time. Among the developments described in the paper is the strengthening of provisions for consumer protection through amendments to the Act regulating restrictive and monopolistic trade practices (the MTRP Act). Public-sector undertakings and cooperative societies have been brought within the purview of the Act, and consumers have obtained the right to participate in inquiry proceedings before the MRTP Commission. Consumers and their associations have been given the right to seek redress of grievances arising out of the violation of certain pieces of legislation, including the Drugs and Cosmetics Act. The Consumer Protection Act, 1986, was enacted in order to provide speedy and inexpensive redress of consumers' grievances. Redress can now be sought before any consumer court also for negligence or deficiency in medical services. The Bureau of Indian Standards Act, 1986, has strengthened the measures for the standardization and quality control of manufactured goods. A Consumer Welfare Fund has been set up to provide financial assistance to voluntary consumer organizations and for the general development of consumer movement in the country. A spurt in voluntary consumer organizations in different parts of the country can also be observed. Other developments include the establishment of a separate Department of Consumer Affairs in the Union Government and the setting up of a Consumer Product Testing Laboratory. The current investigation has been undertaken to seek answers to key aspects such as level of consumer awareness regarding legislation and organizations with the specific objective to assess the awareness of male and female respondents towards consumer legislation organization and consumer protection laws.

Research on information seeking, feedback seeking, and newcomer proactive behavior reveals that employees use various criteria in deciding how to act. This article investigates an integrative framework for such criteria proposed by Cooper-Thomas and Wilson, comprising three domains (performance, ego, social) and two factors (cost, benefit). Three independent scenario-based studies were used to test their model. The results supported some propositions of the model, such as the primacy of performance concerns, yet failed to support other propositions, with benefits consistently predominating over costs. Factors that might underlie the contradictory results were systematically controlled for, namely the sample, hypothetical scenario, and initial asset position. Theoretical and practical implications are discussed.

All countries in South Eastern Europe (SEE), in particular countries emerged from ex-Yugoslavia, are going through the transition process for many years. Switching from one economy to another, from closed and centralized to open and free market economy, has forced many companies to change their working and operating culture, especially the communication
culture within human resource management (HRM). Hence, the entire economy has started to learn new rules of the global market, new working culture, and they needed to understand, launch and to execute them, especially undeveloped countries such as Kosovo. Having this in mind, not only the organizations needed to change, but the most important was that individuals within those countries needed to change their working and communication culture. According to the conception of staff management, human resource management (HRM) needs well-organized, competent, and efficient use of human resources, which in Kosovo were on hand. In order to ensure this, various activities focused towards the area of HRM. Some of the major activities that were undertaken, and still needs to be improved are recruitment of employees who possess new skills (such as language, education, etc.), development of skills missing within the market and which are crucial to survive in the new open market, strengthening of relations and creating a new one, mutual inspiring, developing new communication culture within the organization, implementation of contemporary working processes and developing systems that can be used by individuals or groups to face the new requirements emerged bay new economic developments.

The interest in strategic human resource management (HRM) has spawned a number of empirical research studies that investigated the impact of HRM practices on organizational performance. However, very little attention has been paid to address the impact of HRM practices on operations management and to generalize the findings across countries and industries. Success of some business decisions (e.g. globalization and merger and acquisition) necessitates recognition and reconciliation of the differences among HRM practices in different countries and industries. This study attempts to generalize the efficacy of seven HRM practices proposed by Pfeffer in the context of country and industry, focusing primarily on the effects of these practices on operations. The findings provide overall support for Pfeffer’s seven HRM practices and empirically validate an ideal-type HRM system for manufacturing plants.

Dans le cadre de l'ouvrage Les grands courants en Gestion des Ressources Humaines, dirigé par Rachel Beaujolin et Ewan Oiry Perspectives critiques en GRH Laurent Taskin La gestion des ressources humaines est une discipline paradoxale. Alors qu'elle est considérée comme théoriquement pauvre-Watson (2007) rappelle qu'il n'y a pas à proprement parler de « théories de la GRH », mais bien que la GRH s'alimente de théories issues du management stratégique, de la psychologie, de la sociologie, de l'économie-elle occupe une place importante au sein d'autres disciplines telles que le management international, interculturel, stratégique ou le comportement organisationnel (Keenoy, 2009). De même, alors que la rhétorique propre à la GRH annonce une performance supérieure de la firme grâce à la mise en oeuvre de certaines pratiques (rassemblées sous le label des HPWS-High Performance Work Systems) alignées avec la stratégie d'entreprise, ce lien entre une fonction RH stratégique source d'avantage concurrentiel et la performance de l'entreprise demeure empiriquement non-établi ou, du moins, incertain (Taskin et Pichault, 2012 ; Truss, 2001). C'est à partir de ces paradoxes-et d'un scepticisme à l'égard des modalités et desseins de la GRH-qu'une critique des discours, pratiques, modèles, finalités et fondements de la gestion des ressources humaines s'est développée et affirmée à partir des années 1990.

Progressive corporates all over the world have initiated strategies to tackle the challenge of catering to their millennial workforce in their combat to stay ahead and make profits. In their quest to find the right talent coupled with a deficit of skilled employees, Indian firms need to acknowledge that with every coming year, there would be more of millennial talent in their workforce composition and it would be imperative to meet their desires and expectations. Rigid adherence to outdated policies would no longer serve and organisations have to encourage their human resource personnel to be more bold, open, flexible, and innovative in revising and rewriting their human resource strategies. This study examines some of the characteristics by which millennials differ from the earlier workforce, and highlights key employee benefits areas that employers need to address which would help enhance their brand value and contribute immensely to their talent attraction, management and retention.

Human resource is the most valuable asset for a company to operate and continue its business activities successfully. Even though a business organisation has other resources such as money, material and machines, its business operations cannot be continued without utilising its human resources efficiently and effectively. Hence, human resource management mainly concentrate on how to plan, organise, direct and monitor human resource of an organization effectively and efficiently by which goals and objectives of the company can be achieved. In general, employees of an organisation should work together to achieve a particular target. It can be seen that human resource is only resource that cannot be fully controlled by an organisation. Thus they have to be used very carefully to get benefits to the organisation while giving benefits to employees. To do so, they should have an efficient and effective communication system so as to coordinate their duties and responsibilities among each and every employee within the organisation. Because of the continuous changes that happen in external and internal business environment, behaviours of employees and technology used to communicate information among employees have been changing over the last years. These changes have created many advantages as well as communication barriers between employees of an organisation in a diversified environment.

THRM - maart 2013

In dit artikel wordt een analyse gemaakt van de rol van HRM in organisaties in de Nederlandse context. Dit artikl is gebaseerd op achttien casestudies, die zijn uitgevoerd door studenten in de periode 2008-2011. De studenten zijn afgestudeerd bij het lectoraat HRM en Persoonlijk Ondernemerschap van Hogeschool Inholland.

Van de redactie: Wat is de rol van HRM? Die vraag blijft de gemoederen bezig houden. Onder verwijzing naar Ulrich (1997) vinden veel HR-professionals dat zij strategic partner zouden moeten zijn van het (top)management. En zijn zij dat intussen ook? En hoe staat het met het overne-men van de meer uitvoerende HR-taken door het lijnmanagement? De werkvloer vraagt zich intussen af of HR er nog wel is voor de medewerker. De case studies van Biemans en haar studenten leveren interessante inzichten op in zowel profi t als non-profi t sector. HR moet aan de slag met de ontwikkeling van de eigen functie. Meer aansluiting zoeken bij het primaire proces, begrijpen waar managers mee worstelen, feeling krijgen/houden met de problematiek van de werkvloer en dat alles met een integrale benadering. Wat je noemt een uitdaging! Dr. P.J. Biemans is lector HRM en Persoonlijk Ondernemerschap Inholland en zelfstandig ondernemer. Brede analyse op basis van achttien case studies

This paper aims to investigate the impact of HRM practices on employee satisfaction in the pharmaceutical companies of Bangladesh. A structured questionnaire was developed and distributed among 108 employees of four pharmaceuticals companies, whereas 96 employees answered rightly. Statistical tools like z test, mean and proportion analysis was used to assess the impact of HRM practices on employee satisfaction. The study reveals that employees in pharmaceutical companies are satisfied with the recruitment and selection, and training and development policy and practices of pharmaceutical companies. On the other hand, employees are dissatisfied with the human resource planning, working environment, compensation policy, performance appraisal, and industrial relations. The study suggests that the pharmaceutical companies should develop proper human resource policy and given emphasis on proper human resource practices to enhance the satisfaction of their employees and build them effectiv...

In the encroachment of life human race has emerged as the most dominating creature on this earth. The story starts with the apes turning into homosapians giving birth to human civilization. Any civilization requires a system giving space and generating place for everything .With the passage of time human has been generating commodities providing comforts to his life .With the enormous development man has tried his hands in every sector .In the present time human has made his life more and more relaxed creating more pressure on the modes of production .Earlier it was nature based but now it is demand based. Population increase has created more pressure on the production .As a result the whole system has been affected with the overflow of money and consumerism .Whether it is a need or a greed these production scatter life are continuing the demands of the society .It has been become essential to put a check on the movement of all the commodities to check consumerism and make consumer protection laws. The role of Government and Non Government organizations (NGO's) to execute these laws is mandatory. Against this backdrop the present paper is an attempt to examine the role of NGO " s in protecting and executing consumer laws.

An undeniable shift in focus from traditional production companies to Knowledge-Intensive Firms (KIFs) poses challenges for academics and practioners alike. In particular, effective management of an organization's human resources has become a critical issue for ensuring sustained innovation capacity. The relationship between Human Resource Management (HRM) in KIFs is however still a largely unexplored arena. The objective of this paper

The present study investigates internet service quality and its impact on customer satisfaction in the banking context. Internet service quality is operationalised by adopting an instrument, which is based on SERVQUAL and consists of six dimensions, namely assurance, quality of ...

Whilst the raison d'être for strategic human resource management (SHRM) was an admirable one in 1984, its implementation has not been a success story. This paper discusses why the time is now right for the ideals of SHRM to be re-framed and introduces new ways of working. A key to this change is moving away from the notion of organisational control, to one of focusing on the work itself and its relationship with the Purpose and Strategy of the Organisation. This approach aligns with our new model of organisational design and management-Futocracy. We set out in some detail the continuing journey for the human resource (HR) function from its origins of humble administrative functions to its current level of sophistication across just about everything relating to employing and controlling people at work. In doing so, we argue that the HR function is lost within its own success, which is predominantly inward focused.

This dissertation contains the findings of a research project that investigated the relationship between employee benefits and employee satisfaction at Google. The performance of an organization highly depends on how motivated the employees are as this directly impacts on the efforts of the employees. Satisfied and motivated employees would put in the right efforts that will help an organization achieve the set objectives and goals. Therefore, this dissertation explores the types of employee benefits at Google, employee satisfaction and the impact of employee satisfaction on the operations of Google. This study has centred on exploratory research process rather than analytical research as the topic under research is itself exploratory. The findings presented are based on exhaustive questionnaires and interviews with 70 respondents being employees and remaining 30 respondents being managers respectively.

This study examines the relationship between behavioural and managerial competency profiles of Project Managers (PMs)
and project success in a holistic approach. The Competing Values Model (CVM) and ICB conceptualization (IPMA
Competence Baseline, Version 3.0) served as the ground for the operationalisation of managerial and behavioural
competencies, respectively. In this way, fifteen critical behavioural competency elements were taken into account (leadership,
engagement & motivation, self-control, assertiveness, relaxation, openness, creativity, results orientation, efficiency,
consultation, negotiation, conflict and crisis, reliability, values appreciation, ethics). CVM is constituted from two dimensions
(Flexibility versus Stability, Internal versus External Focus), defining four quadrants (Open Systems, Human Relations,
Internal Processes, Rational Model) that address distinct demands in the organizational arena. Regarding leadership, CVM has
also been utilized as a device for mapping Project Managers’ leadership profiles and conducting comparative analysis. The
field research was based on a sample of 97 Project Managers. The crucial behavioural, managerial and emotional competency
areas as well as the leadership styles contributing most to project success have been detected. The managerial implications
derived justify the need for practitioners to be trained in specific categories of competencies.

This toolkit explores the four key steps for engaging senior managers identified in the Engaging Senior Management: A Business Model for Diversity Management.

1. Define diversity
2. Develop a business case for diversity management
3. Sell diversity to senior managers
4. Engage senior managers

Absenteeism is a serious workplace problem and an expensive occurrence for both employers and employees seemingly unpredictable in nature. The term absenteeism refers to the failure to attend to work. It is one of the major problems faced by companies across the globe today. Unscheduled absenteeism badly hurts the progress of an organization resulting in loss of productivity, increased costs in hiring additional staff and low morale among the workers. It is high time that employers address this problem on a priority basis. This paper on Absenteeism covers the types, causes, effects and remedial measures of absenteeism.