{"title":"Effect of Ambidextrous Leadership on Operational Performance: Mediating Role of Social Capital","authors":"Hilda Hammond, Amos Ninson, Dorcas Otengkoramah Badoo","doi":"10.11648/j.jhrm.20231103.11","DOIUrl":"https://doi.org/10.11648/j.jhrm.20231103.11","url":null,"abstract":"","PeriodicalId":31099,"journal":{"name":"Journal of Human Resource Management","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-07-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48690069","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}
: As part of a policy to attract skilled workers to the 21st century, talent management has been implemented and addressed in the entire total rewards system. There is a need to integrate talent pool (resources) and succession pools effectively into the total rewards system in the implementation of talent management. Therefore, the aim is to study the experience of foreign and domestic organizations implementing talent management in conjunction with the total rewards system
{"title":"Impact of Talent Management on Employee's Pay and Compensations","authors":"Narantsatsral Yura, Ayush Andryei, Delgernasan Mishig","doi":"10.11648/j.jhrm.20231102.15","DOIUrl":"https://doi.org/10.11648/j.jhrm.20231102.15","url":null,"abstract":": As part of a policy to attract skilled workers to the 21st century, talent management has been implemented and addressed in the entire total rewards system. There is a need to integrate talent pool (resources) and succession pools effectively into the total rewards system in the implementation of talent management. Therefore, the aim is to study the experience of foreign and domestic organizations implementing talent management in conjunction with the total rewards system","PeriodicalId":31099,"journal":{"name":"Journal of Human Resource Management","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-06-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43216499","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}
Pub Date : 2023-06-27DOI: 10.11648/j.jhrm.20231102.17
Victor Tringali, Charles Andrew King, R. Siebers, Megan Hall
: Work engagement has been linked with employee health and work performance outcomes making it an area of attention within the field of human resources management. However, work engagement among the US workforce has declined in recent years. Literature suggests physical activity may play a role in improving work engagement, which has raised interest among human resources and workplace health professionals. Employee wellness programs are uniquely situated to promote a physically active workforce. Therefore, the primary aim of this study was to examine the relationship between physical activity and work engagement among employee wellness program participants at a public university. A secondary aim was to examine the relationship between strength training exercise and work engagement. We analyzed data on work engagement, and physical activity from a survey completed by 6,923 employee wellness program participants at public university. We defined respondents as physically active (PA) if their combined moderate to vigorous exercise met or exceeded 30 minutes on at least three days per week. All others were defined as inactive (IA). Respondents were defined as strength trained (ST) if they reported muscle strengthening exercise on two or more days per week, while all others were defined as untrained (UT). Work engagement score was based on responses to the three-item Utrecht Work Engagement Scale (UWES-3). We performed two-tailed t-tests to determine differences in mean work engagement scores between the physically active (PA) and inactive (IA) groups and between the strength trained (ST) and untrained (UT) groups. Differences in work engagement scores were statistically significant (p < 0.0001), with higher scores observed in the PA group (11.987) compared to the IA group (11.025). Differences in scores between the ST group and UT group were also statistically significant (p < 0.0001), with higher scores observed in the ST group (12.132) compared to the UT group (11.446). The findings from this study support earlier research and suggest promotion of physical activity and strength training may be a potential strategy to improve work engagement. Workplace health promotion and human resources professionals should consider the information gleaned from this evaluation to help them optimize human capital and business outcomes.
{"title":"The Association of Physical Activity and Work Engagement Among Participants in an Employee Wellness Program","authors":"Victor Tringali, Charles Andrew King, R. Siebers, Megan Hall","doi":"10.11648/j.jhrm.20231102.17","DOIUrl":"https://doi.org/10.11648/j.jhrm.20231102.17","url":null,"abstract":": Work engagement has been linked with employee health and work performance outcomes making it an area of attention within the field of human resources management. However, work engagement among the US workforce has declined in recent years. Literature suggests physical activity may play a role in improving work engagement, which has raised interest among human resources and workplace health professionals. Employee wellness programs are uniquely situated to promote a physically active workforce. Therefore, the primary aim of this study was to examine the relationship between physical activity and work engagement among employee wellness program participants at a public university. A secondary aim was to examine the relationship between strength training exercise and work engagement. We analyzed data on work engagement, and physical activity from a survey completed by 6,923 employee wellness program participants at public university. We defined respondents as physically active (PA) if their combined moderate to vigorous exercise met or exceeded 30 minutes on at least three days per week. All others were defined as inactive (IA). Respondents were defined as strength trained (ST) if they reported muscle strengthening exercise on two or more days per week, while all others were defined as untrained (UT). Work engagement score was based on responses to the three-item Utrecht Work Engagement Scale (UWES-3). We performed two-tailed t-tests to determine differences in mean work engagement scores between the physically active (PA) and inactive (IA) groups and between the strength trained (ST) and untrained (UT) groups. Differences in work engagement scores were statistically significant (p < 0.0001), with higher scores observed in the PA group (11.987) compared to the IA group (11.025). Differences in scores between the ST group and UT group were also statistically significant (p < 0.0001), with higher scores observed in the ST group (12.132) compared to the UT group (11.446). The findings from this study support earlier research and suggest promotion of physical activity and strength training may be a potential strategy to improve work engagement. Workplace health promotion and human resources professionals should consider the information gleaned from this evaluation to help them optimize human capital and business outcomes.","PeriodicalId":31099,"journal":{"name":"Journal of Human Resource Management","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-06-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42209316","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}
: Human resource management is an indispensable area in the field of management. It is carried out in order to maximize the efficiency of both employees as well as organization. It is a process, which comprises of the acquisition, development, motivation and maintenance of human resource in the organization. Retention of skillful and experience employees is crucial for survive, growth and development of an organization. Retention issues is the hot issues especially in Nepalese banking sector. This study examines the impact of demographic factors on retention of employees in Nepalese commercial bank. Commercial banks of Nepal were selected for the research, which is progressive and growing market for financial institutions. The primary data were collected through questionnaire from 400 respondents selected through simple random sampling. The study is based on dichotomous sand 5-point Likert scale questionnaire. Employees gender, age, income level, marital status, current position, job status, residential status, income level, academic qualification is taken as an independent variable whereas employee retention as dependent variable of the study. The collected data were analyzed through SPSS. Chi-square test is used to know the relationship between the independent and dependent variable. It is concluded that demographic factors such as age, marital status, academic qualifications, numbers of earning family members, residential status, monthly income, current position, experience, have relatively significant relationship with employee retention. However, only two demographic variables i.e. job status and gender did not have relationship with employee retention. Furthermore, the study contributes to the formulation of appropriate policies and guidelines to retain employees in Nepal's commercial banks.
{"title":"Effect of Demographic Factors on Employee Retention in Nepalese Commercial Banks","authors":"Rabin Subedi, Surendra Neupane, Sateesh Kumar Ojha","doi":"10.11648/j.jhrm.20231102.16","DOIUrl":"https://doi.org/10.11648/j.jhrm.20231102.16","url":null,"abstract":": Human resource management is an indispensable area in the field of management. It is carried out in order to maximize the efficiency of both employees as well as organization. It is a process, which comprises of the acquisition, development, motivation and maintenance of human resource in the organization. Retention of skillful and experience employees is crucial for survive, growth and development of an organization. Retention issues is the hot issues especially in Nepalese banking sector. This study examines the impact of demographic factors on retention of employees in Nepalese commercial bank. Commercial banks of Nepal were selected for the research, which is progressive and growing market for financial institutions. The primary data were collected through questionnaire from 400 respondents selected through simple random sampling. The study is based on dichotomous sand 5-point Likert scale questionnaire. Employees gender, age, income level, marital status, current position, job status, residential status, income level, academic qualification is taken as an independent variable whereas employee retention as dependent variable of the study. The collected data were analyzed through SPSS. Chi-square test is used to know the relationship between the independent and dependent variable. It is concluded that demographic factors such as age, marital status, academic qualifications, numbers of earning family members, residential status, monthly income, current position, experience, have relatively significant relationship with employee retention. However, only two demographic variables i.e. job status and gender did not have relationship with employee retention. Furthermore, the study contributes to the formulation of appropriate policies and guidelines to retain employees in Nepal's commercial banks.","PeriodicalId":31099,"journal":{"name":"Journal of Human Resource Management","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-06-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46375073","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}
Pub Date : 2023-06-20DOI: 10.11648/j.jhrm.20231102.14
Chaste Nsama, Michael Lumai
{"title":"An Assessment of the Factors Influencing High Employee Turnover in the Zambia Police Service: A Case Study of Zambia Police Service Headquarters","authors":"Chaste Nsama, Michael Lumai","doi":"10.11648/j.jhrm.20231102.14","DOIUrl":"https://doi.org/10.11648/j.jhrm.20231102.14","url":null,"abstract":"","PeriodicalId":31099,"journal":{"name":"Journal of Human Resource Management","volume":"81 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-06-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139369331","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}
Pub Date : 2023-06-20DOI: 10.11648/j.jhrm.20231102.13
Muhammad Hassaan, Shumaila Bibi
{"title":"Impact of Sustainable Human Resource Management Practices on Employees Professional Development","authors":"Muhammad Hassaan, Shumaila Bibi","doi":"10.11648/j.jhrm.20231102.13","DOIUrl":"https://doi.org/10.11648/j.jhrm.20231102.13","url":null,"abstract":"","PeriodicalId":31099,"journal":{"name":"Journal of Human Resource Management","volume":"3 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-06-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139369354","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}
Pub Date : 2023-05-29DOI: 10.11648/j.jhrm.20231102.12
Mohammad Asaduzzaman Khan, Katharine Brymer
: The reason for writing this paper is to identify the development in the garment & textile (G&T) industry in Bangladesh after the Rana Plaza distaster on 26 th April, 2013. This paper charts the development of Human Resource Management (HRM) / Industrial Relations (IR) practices within the G&T industry in Bangladesh after the Rana Plaza disaster. The changes in HRM / IR are arguably rooted in the so-called Rana Plaza disaster, which left 2500 people injured and 1,134 dead. The study has adopted a triangulation technique (structured and open-ended interviews) to validate the data collected. The entire process of data coding was done manually. With regards to health & safety issues, the findings suggest that Western international managers show a higher level of awareness than non-Western international managers. In line with HRM practices, the Multinational Companies (MNCs) provide an exemplar of the introduction of corporate HRM policies in the G&T industry in Bangladesh. The study also found that Western international managers follow different HR policies but they have limited presence compared to the non-Western international managers. The study used a questionnaire in the ‘Bangla’ language for factory workers. This was because the workforces are generally not educated. The trade union officials and government officials also had a limited capacity in the use of language other than ‘Bangla’ and preferred to communicate in their native language. The suggestions that is driven from this research include a) the international managers could provide support for trade union officials to improve the workers capability through a workers education programme, b) the MNCs could encourage their workers to form a trade union, c) the non-Western international managers may benefit from a special training program for health & safety issues within a multicultural setting. The findings of this research would benefit a number of stakeholders that consist of employers, employers’ associations, government, country policy makers, international organisations and NGO’s.
{"title":"Development in the Garment and Textile Industry in Bangladesh: A Changing Global Environment","authors":"Mohammad Asaduzzaman Khan, Katharine Brymer","doi":"10.11648/j.jhrm.20231102.12","DOIUrl":"https://doi.org/10.11648/j.jhrm.20231102.12","url":null,"abstract":": The reason for writing this paper is to identify the development in the garment & textile (G&T) industry in Bangladesh after the Rana Plaza distaster on 26 th April, 2013. This paper charts the development of Human Resource Management (HRM) / Industrial Relations (IR) practices within the G&T industry in Bangladesh after the Rana Plaza disaster. The changes in HRM / IR are arguably rooted in the so-called Rana Plaza disaster, which left 2500 people injured and 1,134 dead. The study has adopted a triangulation technique (structured and open-ended interviews) to validate the data collected. The entire process of data coding was done manually. With regards to health & safety issues, the findings suggest that Western international managers show a higher level of awareness than non-Western international managers. In line with HRM practices, the Multinational Companies (MNCs) provide an exemplar of the introduction of corporate HRM policies in the G&T industry in Bangladesh. The study also found that Western international managers follow different HR policies but they have limited presence compared to the non-Western international managers. The study used a questionnaire in the ‘Bangla’ language for factory workers. This was because the workforces are generally not educated. The trade union officials and government officials also had a limited capacity in the use of language other than ‘Bangla’ and preferred to communicate in their native language. The suggestions that is driven from this research include a) the international managers could provide support for trade union officials to improve the workers capability through a workers education programme, b) the MNCs could encourage their workers to form a trade union, c) the non-Western international managers may benefit from a special training program for health & safety issues within a multicultural setting. The findings of this research would benefit a number of stakeholders that consist of employers, employers’ associations, government, country policy makers, international organisations and NGO’s.","PeriodicalId":31099,"journal":{"name":"Journal of Human Resource Management","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-05-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43758904","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}
Pub Date : 2023-05-24DOI: 10.11648/j.jhrm.20231102.11
Awol Hussien Aman, Chalchissa Amentie
{"title":"Strategic Human Capital: A Case of OBN & Adama City Administration, and Systematic Review Literatures","authors":"Awol Hussien Aman, Chalchissa Amentie","doi":"10.11648/j.jhrm.20231102.11","DOIUrl":"https://doi.org/10.11648/j.jhrm.20231102.11","url":null,"abstract":"","PeriodicalId":31099,"journal":{"name":"Journal of Human Resource Management","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-05-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42869013","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}
Pub Date : 2023-03-16DOI: 10.11648/j.jhrm.20231101.14
Zhang Jieyu, Wen Yating
{"title":"Technology Enabled Elderly Power Resource Development - Based on International Experience Perspective","authors":"Zhang Jieyu, Wen Yating","doi":"10.11648/j.jhrm.20231101.14","DOIUrl":"https://doi.org/10.11648/j.jhrm.20231101.14","url":null,"abstract":"","PeriodicalId":31099,"journal":{"name":"Journal of Human Resource Management","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-03-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47971121","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}
Pub Date : 2023-02-28DOI: 10.11648/j.jhrm.20231101.13
Emeliza Torrento Estimo, Michelle Jean Cadase Villanueva
: Work engagement is a vital force in the success of every organization. Having collectively involved and committed employees in the discharge of their functions improve organizational performance, enhances creativity
工作投入是任何组织成功的重要因素。让员工集体参与和忠诚地履行其职能，可以提高组织绩效，增强创造力
{"title":"Employees’ Work Engagement Before and During the COVID-19 Pandemic: A Comparative Analysis","authors":"Emeliza Torrento Estimo, Michelle Jean Cadase Villanueva","doi":"10.11648/j.jhrm.20231101.13","DOIUrl":"https://doi.org/10.11648/j.jhrm.20231101.13","url":null,"abstract":": Work engagement is a vital force in the success of every organization. Having collectively involved and committed employees in the discharge of their functions improve organizational performance, enhances creativity","PeriodicalId":31099,"journal":{"name":"Journal of Human Resource Management","volume":" ","pages":""},"PeriodicalIF":0.0,"publicationDate":"2023-02-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41900241","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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