This paper attempted to review theoretically the HRD and its matrix and revealed to show the positive relationship between HRD and organizational effectiveness. In HRD shows the different variables (outcomes) such as HRD instruments, HRD processes & climate variables and organizational dimensions. HRD affects the organizational goals which may result from higher productivity, cost reduction, more profits, better image and more satisfied customers and stake holders considered as organization dimensions HRD activities, as such, do not reduce costs, improve quality or quantity, or benefit the enterprise in any way. It is the on-the- job applications of learning that ultimately can reduce costs, improve quality, and so forth. In the organizational context, therefore, HRD means a process which helps employees of an organization to improve their functional capabilities for their present and future roles, to develop their general capabilities, to harness their inner potentialities both for their self and organizational development and, to develop organizational culture to sustain harmonious superior-subordinate relationships, teamwork, motivation, quality and a sense of belongingness. The study also analyses the Kalian Model of HRM to show the path of mechanisms which could lead to competitive advantage. Today’s fast changing environment modern organizations are more careful to sustain in the competitive advantage relating to HRD our study has been developed to help the management students, academicians, and professionals to understand the subject properly and enhance their knowledge about HRD network within the organization for its effectiveness.
{"title":"The Impact of Human Resource Development (HRD) Practices on Organizational Effectiveness: A Review","authors":"N. Jain","doi":"10.2139/ssrn.3859946","DOIUrl":"https://doi.org/10.2139/ssrn.3859946","url":null,"abstract":"This paper attempted to review theoretically the HRD and its matrix and revealed to show the positive relationship between HRD and organizational effectiveness. In HRD shows the different variables (outcomes) such as HRD instruments, HRD processes & climate variables and organizational dimensions. HRD affects the organizational goals which may result from higher productivity, cost reduction, more profits, better image and more satisfied customers and stake holders considered as organization dimensions HRD activities, as such, do not reduce costs, improve quality or quantity, or benefit the enterprise in any way. It is the on-the- job applications of learning that ultimately can reduce costs, improve quality, and so forth. In the organizational context, therefore, HRD means a process which helps employees of an organization to improve their functional capabilities for their present and future roles, to develop their general capabilities, to harness their inner potentialities both for their self and organizational development and, to develop organizational culture to sustain harmonious superior-subordinate relationships, teamwork, motivation, quality and a sense of belongingness. The study also analyses the Kalian Model of HRM to show the path of mechanisms which could lead to competitive advantage. Today’s fast changing environment modern organizations are more careful to sustain in the competitive advantage relating to HRD our study has been developed to help the management students, academicians, and professionals to understand the subject properly and enhance their knowledge about HRD network within the organization for its effectiveness.","PeriodicalId":146189,"journal":{"name":"CGN: Personnel/Human Resources Practice (Topic)","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2020-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116888687","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Research suggests that increased digitization of the labor market combined with the changing demand for skill has altered the job-search process. In this article, we argue that these changes have led to increased investments in firm-driven search for talent (or `outbound recruiting'). We investigate this question using two data sets, one new. First, we conduct a nationally representative survey of over 13,000 American workers. We find that nearly 18 percent of all employed workers in the US were hired into their present company by the outbound recruiting effort their employer, either directly or through labor market intermediaries such as a headhunter. The share of hiring driven by firm-driven search is greatest among higher-income workers, at 20.3 percent, and those with STEM and business degrees, at 20 percent. Moreover, considerable regional variation exists. For example, over a quarter of Silicon Valley workers are hired in this manner, whereas only 14.5% of those in Rochester are. Second, we complement our worker-level results by analyzing a large sample of job postings in the US economy over the past decade. We find that firms, especially those relying on high-skilled labor, are increasingly developing capabilities to better hunt for talent — hiring more recruiters with skill in online search. Given the growth of this practice, we discuss implications for research on firm strategy and labor markets.
{"title":"Hunting for talent: Firm-driven labor market search in the United States","authors":"Ines Black, Sharique Hasan, Rembrand Koning","doi":"10.2139/ssrn.3576498","DOIUrl":"https://doi.org/10.2139/ssrn.3576498","url":null,"abstract":"Research suggests that increased digitization of the labor market combined with the changing demand for skill has altered the job-search process. In this article, we argue that these changes have led to increased investments in firm-driven search for talent (or `outbound recruiting'). We investigate this question using two data sets, one new. First, we conduct a nationally representative survey of over 13,000 American workers. We find that nearly 18 percent of all employed workers in the US were hired into their present company by the outbound recruiting effort their employer, either directly or through labor market intermediaries such as a headhunter. The share of hiring driven by firm-driven search is greatest among higher-income workers, at 20.3 percent, and those with STEM and business degrees, at 20 percent. Moreover, considerable regional variation exists. For example, over a quarter of Silicon Valley workers are hired in this manner, whereas only 14.5% of those in Rochester are. Second, we complement our worker-level results by analyzing a large sample of job postings in the US economy over the past decade. We find that firms, especially those relying on high-skilled labor, are increasingly developing capabilities to better hunt for talent — hiring more recruiters with skill in online search. Given the growth of this practice, we discuss implications for research on firm strategy and labor markets.","PeriodicalId":146189,"journal":{"name":"CGN: Personnel/Human Resources Practice (Topic)","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2020-04-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124067279","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The World Wide Web (“WWW”) is a dominant force in the lives of many. It provides access to a range of services and information from email access to shopping to social media to instant information on search engines like Google. For most persons using the WWW, this is all that there is to the Internet and in fact, perhaps many could do with a great deal less contact through Facebook and other social media. However, there is more to the Internet than the WWW. Some sources suggest that the non-WWW part of the Internet may be even larger than the WWW part. “The Dark Web” is the term used most often for the remainder of the Internet. The Dark Web provides a source for many contraband or illegal items, including weapons, drugs, pedophilia, ransomware, stolen identities and tools for terrorism. The reason for the growth of The Dark Web has been the possibility to use this avenue anonymously, unlike the WWW. The coin of this realm is the bitcoin, the untraceable virtual currency. For employers, allowing employees access to The Dark Web using computers and laptops, or even mobile phones, provided by the employer is a growing source of liability. This article explores the growing legal risks for employers.
{"title":"The Dark Web and Employer Liability","authors":"David D. Schein, L. Trautman","doi":"10.2139/ssrn.3251479","DOIUrl":"https://doi.org/10.2139/ssrn.3251479","url":null,"abstract":"The World Wide Web (“WWW”) is a dominant force in the lives of many. It provides access to a range of services and information from email access to shopping to social media to instant information on search engines like Google. For most persons using the WWW, this is all that there is to the Internet and in fact, perhaps many could do with a great deal less contact through Facebook and other social media. However, there is more to the Internet than the WWW. Some sources suggest that the non-WWW part of the Internet may be even larger than the WWW part. “The Dark Web” is the term used most often for the remainder of the Internet. The Dark Web provides a source for many contraband or illegal items, including weapons, drugs, pedophilia, ransomware, stolen identities and tools for terrorism. The reason for the growth of The Dark Web has been the possibility to use this avenue anonymously, unlike the WWW. The coin of this realm is the bitcoin, the untraceable virtual currency. For employers, allowing employees access to The Dark Web using computers and laptops, or even mobile phones, provided by the employer is a growing source of liability. This article explores the growing legal risks for employers.","PeriodicalId":146189,"journal":{"name":"CGN: Personnel/Human Resources Practice (Topic)","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2018-09-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126764000","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Turnover rates are foundational metrics of organizational health. Turnover rate calculations currently used by organizations and advocated by the largest associations of human resources professionals and management scholars are problematic for several reasons:
1. Calculations are approximations based on headcount snapshots taken at intervals (e.g., the end of each month) rather than captured continuously.
2. Organizations (and sometimes even functions within an organization) disagree regarding who is considered a separation and who is considered an employee (e.g., interns, employees on leaves of absence/furlough), which leads to difficulty in benchmarking between organizations.
3. Stakeholders’ turnover questions and metric interpretations are often not aligned with predominant formulae (e.g., the most frequently recommended and used turnover rate calculation does not answer the question, “What percent of employees left during a given period of time?”, even though that is how it is frequently interpreted).
I propose several solutions, including two reformulations of how turnover rates can be calculated:
1. Most accurate but radical: Switch to a turnover rate that measures the proportion of opportunities to separate that were realized (i.e., separations divided by the total number of opportunities to separate).
2. Less radical but still an improvement compared to the status quo: Switch to a turnover rate with finer-grained temporal resolution.
Most organizations could easily implement these changes with existing technology and personnel. Evolving to a more accurate turnover rate calculation would provide clearer and deeper insights about turnover trends within an organization and more comparable metrics across organizations.
{"title":"How to Calculate Turnover Rates (Accurately)","authors":"Kevin C Stanek","doi":"10.2139/ssrn.3311958","DOIUrl":"https://doi.org/10.2139/ssrn.3311958","url":null,"abstract":"Turnover rates are foundational metrics of organizational health. Turnover rate calculations currently used by organizations and advocated by the largest associations of human resources professionals and management scholars are problematic for several reasons:<br><br>1. Calculations are approximations based on headcount snapshots taken at intervals (e.g., the end of each month) rather than captured continuously.<br><br>2. Organizations (and sometimes even functions within an organization) disagree regarding who is considered a separation and who is considered an employee (e.g., interns, employees on leaves of absence/furlough), which leads to difficulty in benchmarking between organizations.<br><br>3. Stakeholders’ turnover questions and metric interpretations are often not aligned with predominant formulae (e.g., the most frequently recommended and used turnover rate calculation does not answer the question, “What percent of employees left during a given period of time?”, even though that is how it is frequently interpreted).<br><br>I propose several solutions, including two reformulations of how turnover rates can be calculated:<br><br>1. Most accurate but radical: Switch to a turnover rate that measures the proportion of opportunities to separate that were realized (i.e., separations divided by the total number of opportunities to separate).<br><br>2. Less radical but still an improvement compared to the status quo: Switch to a turnover rate with finer-grained temporal resolution.<br><br>Most organizations could easily implement these changes with existing technology and personnel. Evolving to a more accurate turnover rate calculation would provide clearer and deeper insights about turnover trends within an organization and more comparable metrics across organizations.<br>","PeriodicalId":146189,"journal":{"name":"CGN: Personnel/Human Resources Practice (Topic)","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2018-07-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124260585","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Several selection processes use multistage tourname nts to choose the best candidates. The theoretical models predict that tournaments are efficient in selecting the best candidates, as they stimulate the best to perform relatively better than their opponents. Empirical tests are difficult, as data on the agents involved in these selections are scarce. Exploiting data from a field natural experiment, the World Swimming Championships, I show that two- and three-stage tournaments are effective for stimulating performance, selecting the best contestants and the winners are the players who are the most able to increase their relative performance from one stage to the next.
{"title":"Competing for Promotion: Are 'The Best' Always the Best?","authors":"Matteo Migheli","doi":"10.2139/ssrn.2776561","DOIUrl":"https://doi.org/10.2139/ssrn.2776561","url":null,"abstract":"Several selection processes use multistage tourname nts to choose the best candidates. The theoretical models predict that tournaments are efficient in selecting the best candidates, as they stimulate the best to perform relatively better than their opponents. Empirical tests are difficult, as data on the agents involved in these selections are scarce. Exploiting data from a field natural experiment, the World Swimming Championships, I show that two- and three-stage tournaments are effective for stimulating performance, selecting the best contestants and the winners are the players who are the most able to increase their relative performance from one stage to the next.","PeriodicalId":146189,"journal":{"name":"CGN: Personnel/Human Resources Practice (Topic)","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2016-05-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115489121","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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