Pub Date : 2023-02-14DOI: 10.11648/j.jhrm.20231101.12
Hao Lv
{"title":"E-communication During Non-Working Time and Harmonious Work Passions: The Mediating Role of Work-Family Conflict","authors":"Hao Lv","doi":"10.11648/j.jhrm.20231101.12","DOIUrl":"https://doi.org/10.11648/j.jhrm.20231101.12","url":null,"abstract":"","PeriodicalId":31099,"journal":{"name":"Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-02-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41764926","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 : 2023-02-06DOI: 10.11648/j.jhrm.20231101.11
Muhammad Abdullahi, Umar Jarma
: Employee retention is considered immensely important for the long-term health and success of organisations and to represent a source of competitive advantage as a strategic issue. This is due to the global competition for experienced and dedicated employees among businesses. The Global Access Savings and Loans Company Limited adopted job training and development as a human resource management programme to motivate its employees to remain working with the Company. The study assessed the impact of training and development programmes on retention of staff at the GASL Company Limited, Head Office Branch, Accra, Ghana. The study adopted a survey method. A total of 49 persons out of 50 respondents that made up the total staff of the organisation were used as units of analysis. The one (1) person opted out of the research by not responding to the questionnaire given to him. The research instrument used for the study was structured questionnaire. Descriptive percentage method was used to analyse the data. The study reveals that the employees generally had positive perception about the training and development programmes. Thus, they perceived the programmes are responsive to meeting their operational deficiencies. However, quite significant proportions of the employees were reluctant to continue working with the Company. The study recommends that more human resource management programmes should be implemented to complement the training and development programme so as to motivate the majority of the employees to commit their working career to the Company.
{"title":"The Impact of Training and Development Programmes on Retention of Staff: A Case of Global Access Savings and Loans Company Limited, Accra","authors":"Muhammad Abdullahi, Umar Jarma","doi":"10.11648/j.jhrm.20231101.11","DOIUrl":"https://doi.org/10.11648/j.jhrm.20231101.11","url":null,"abstract":": Employee retention is considered immensely important for the long-term health and success of organisations and to represent a source of competitive advantage as a strategic issue. This is due to the global competition for experienced and dedicated employees among businesses. The Global Access Savings and Loans Company Limited adopted job training and development as a human resource management programme to motivate its employees to remain working with the Company. The study assessed the impact of training and development programmes on retention of staff at the GASL Company Limited, Head Office Branch, Accra, Ghana. The study adopted a survey method. A total of 49 persons out of 50 respondents that made up the total staff of the organisation were used as units of analysis. The one (1) person opted out of the research by not responding to the questionnaire given to him. The research instrument used for the study was structured questionnaire. Descriptive percentage method was used to analyse the data. The study reveals that the employees generally had positive perception about the training and development programmes. Thus, they perceived the programmes are responsive to meeting their operational deficiencies. However, quite significant proportions of the employees were reluctant to continue working with the Company. The study recommends that more human resource management programmes should be implemented to complement the training and development programme so as to motivate the majority of the employees to commit their working career to the Company.","PeriodicalId":31099,"journal":{"name":"Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-02-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49220974","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 : 2022-12-19DOI: 10.11648/j.jhrm.20221001.14
Ronald Sowadski
The purpose of this study was to examine whether there are differences in gender-related pay equity in the public sector, among states, and among industries in the United States. The study was conducted with archival data from The American Community Survey. Results of two one-way ANOVAs showed a significant difference in the gender-related pay equity among the 51 states (including D.C.), F(50, 1740) = 1.69, p = 0.019, and among the five major industries, F(4, 1735) = 17.00, p < 0.01. These empirical findings provide a basis for the development of policies needed to address pay inequity.
{"title":"Gender-Related Pay Equity by State and Industry","authors":"Ronald Sowadski","doi":"10.11648/j.jhrm.20221001.14","DOIUrl":"https://doi.org/10.11648/j.jhrm.20221001.14","url":null,"abstract":"The purpose of this study was to examine whether there are differences in gender-related pay equity in the public sector, among states, and among industries in the United States. The study was conducted with archival data from The American Community Survey. Results of two one-way ANOVAs showed a significant difference in the gender-related pay equity among the 51 states (including D.C.), F(50, 1740) = 1.69, p = 0.019, and among the five major industries, F(4, 1735) = 17.00, p < 0.01. These empirical findings provide a basis for the development of policies needed to address pay inequity.","PeriodicalId":31099,"journal":{"name":"Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-12-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41752933","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 : 2022-06-14DOI: 10.11648/j.jhrm.20221001.11
Anurag Shanker, Shailesh Kumar Kaushal
Workers wouldn’t like to sacrifice their personal lives because of their job imperatives. Work and personal life are essentially two different scales of a spring balance and any adverse movement either at the workplace or in personal life would disturb the balance. Work-life balance has always been fraught with challenges which have of late assumed significant proportions and is considered to be the most pressing concern for the workers today. It has been observed that the population of working couples has been on the increase and this has led to greater scope for work-life conflict for them. Organizations are realizing that the quality of the workers’ personal lives has a direct bearing on their job performance. This underscores the need for the organizations to promote work-life balance measures to safeguard their business interests. In this paper, we have made an attempt to highlight why work-life balance policies should be promoted and form a core part of an organization’s Human Resource policy to optimize their business interests.
{"title":"Workers Work–life Balance Should Be a Human Resource Priority","authors":"Anurag Shanker, Shailesh Kumar Kaushal","doi":"10.11648/j.jhrm.20221001.11","DOIUrl":"https://doi.org/10.11648/j.jhrm.20221001.11","url":null,"abstract":"Workers wouldn’t like to sacrifice their personal lives because of their job imperatives. Work and personal life are essentially two different scales of a spring balance and any adverse movement either at the workplace or in personal life would disturb the balance. Work-life balance has always been fraught with challenges which have of late assumed significant proportions and is considered to be the most pressing concern for the workers today. It has been observed that the population of working couples has been on the increase and this has led to greater scope for work-life conflict for them. Organizations are realizing that the quality of the workers’ personal lives has a direct bearing on their job performance. This underscores the need for the organizations to promote work-life balance measures to safeguard their business interests. In this paper, we have made an attempt to highlight why work-life balance policies should be promoted and form a core part of an organization’s Human Resource policy to optimize their business interests.","PeriodicalId":31099,"journal":{"name":"Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-06-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"64812968","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 : 2022-01-01DOI: 10.11648/j.jhrm.20221001.12
Guy Major Ngayo Fotso
{"title":"Differences Between Senior Human Resources Managers and Young Millennials Leaders on the Perceived Required Leadership Competencies for the 21st Century","authors":"Guy Major Ngayo Fotso","doi":"10.11648/j.jhrm.20221001.12","DOIUrl":"https://doi.org/10.11648/j.jhrm.20221001.12","url":null,"abstract":"","PeriodicalId":31099,"journal":{"name":"Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"64812559","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 : 2022-01-01DOI: 10.11648/j.jhrm.20221001.13
Guy Major Ngayo Fotso
{"title":"Exploring Intra-generational Differences Among Young Millennial Leaders on the Perceived Required Leadership Competencies for the 21st Century","authors":"Guy Major Ngayo Fotso","doi":"10.11648/j.jhrm.20221001.13","DOIUrl":"https://doi.org/10.11648/j.jhrm.20221001.13","url":null,"abstract":"","PeriodicalId":31099,"journal":{"name":"Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"64812800","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 : 2022-01-01DOI: 10.11648/j.jhrm.20221001.15
Joseph Olusola Fehintola
{"title":"Assessment of Selected Factors and Work Stress Among Civil Servants in Oyo State, Nigeria","authors":"Joseph Olusola Fehintola","doi":"10.11648/j.jhrm.20221001.15","DOIUrl":"https://doi.org/10.11648/j.jhrm.20221001.15","url":null,"abstract":"","PeriodicalId":31099,"journal":{"name":"Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"64813010","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 : 2021-10-28DOI: 10.11648/J.JHRM.20210904.12
Sean Taladay, Sunddip Panesar-Aguilar
Transformational leadership practices and spirituality continue to be topics of research on effective leadership. Quantitative research on the impact a leader’s spiritual health has on transformational leadership practices has not been explicitly examined. This quantitative correlational research study evaluated, via self-assessment inventories, nonprofit administrators’ spirituality, transformational leadership practices, and the relationship between the two. Data were gathered and tested via Person’s r bivariate correlation to determine if a significant relationship between nonprofit administrators’ spirituality, measured by the Spiritual Transformation Inventory 2.0, and transformational leadership practices, measured by the Leadership Practices Inventory, exists. Thirty-one nonprofit administrators in western Pennsylvania were selected by way of convenience sampling. The first 31 participants to return a consent form were selected. Data were collected in two weeks using online surveys. SPSS was utilized to calculate the composite (mean) scores for the spirituality and transformational leadership practices variables. The correlational coefficients were analyzed to determine significant relationships between the variables. A one-tailed test of significance was used to test the relationship of the variables with a .05 significance level to analyze the results. Data gathered and analyzed from the study provided no conclusive evidence about the relationship between western Pennsylvania nonprofit administrators’ spirituality and transformational leadership practices. Continued research on spirituality and transformational leadership may offer leaders responsible for developing organizations’ culture and climate a greater understanding of how to effectively nurture leadership practices for self-improvement, improvement of others, and well-being in the workplace.
{"title":"Spirituality and Transformational Leadership Practices: A Quantitative Study","authors":"Sean Taladay, Sunddip Panesar-Aguilar","doi":"10.11648/J.JHRM.20210904.12","DOIUrl":"https://doi.org/10.11648/J.JHRM.20210904.12","url":null,"abstract":"Transformational leadership practices and spirituality continue to be topics of research on effective leadership. Quantitative research on the impact a leader’s spiritual health has on transformational leadership practices has not been explicitly examined. This quantitative correlational research study evaluated, via self-assessment inventories, nonprofit administrators’ spirituality, transformational leadership practices, and the relationship between the two. Data were gathered and tested via Person’s r bivariate correlation to determine if a significant relationship between nonprofit administrators’ spirituality, measured by the Spiritual Transformation Inventory 2.0, and transformational leadership practices, measured by the Leadership Practices Inventory, exists. Thirty-one nonprofit administrators in western Pennsylvania were selected by way of convenience sampling. The first 31 participants to return a consent form were selected. Data were collected in two weeks using online surveys. SPSS was utilized to calculate the composite (mean) scores for the spirituality and transformational leadership practices variables. The correlational coefficients were analyzed to determine significant relationships between the variables. A one-tailed test of significance was used to test the relationship of the variables with a .05 significance level to analyze the results. Data gathered and analyzed from the study provided no conclusive evidence about the relationship between western Pennsylvania nonprofit administrators’ spirituality and transformational leadership practices. Continued research on spirituality and transformational leadership may offer leaders responsible for developing organizations’ culture and climate a greater understanding of how to effectively nurture leadership practices for self-improvement, improvement of others, and well-being in the workplace.","PeriodicalId":31099,"journal":{"name":"Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2021-10-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46726201","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 : 2021-09-29DOI: 10.11648/J.JHRM.20210903.16
Tyse Adwoa Asantewaa Acquah, Hui Xing
From the works of scholars in the field of Human Resource Management (HRM), conceptualization establishes that Human Resource (HR) Flexibility is important in a firm’s sustainability. Skill flexibility, behavior flexibility, and HR practice flexibility have been acknowledged in the literature as the dimensions of HR flexibility with a significant impact on performance for the sustainability of firms in today’s turbulent environments. This paper explores the moderation role of Female Leadership (FL) between HR Flexibility (HRF) and Firm Performance (FP). Furthermore, the authors also investigate the individual effect of skill, behavior, and HR practice flexibility moderated interaction of Female leadership on performance of firms. Data was collected using a questionnaire as an instrument from 202 HR managers in Ghana. Using correlation and regression analyses to test for the interaction modeling, the hypotheses of the study are tested. The results confirm a moderation of Female leadership on the relationship between HR Flexibility and firm performance. The findings revealed that there is a positive effect of HRF on firm performance (HR-related and Market-related outcomes) which is reinforced by the moderator. The results reached in this paper contribute to the literature of HR flexibility on firm performance. The paper brings insight to the strategic role of Female leadership, so far as flexibility is concerned for higher organizational capability.
{"title":"Female Leadership as a Moderator on Human Resource Flexibility Affecting Firm Performance","authors":"Tyse Adwoa Asantewaa Acquah, Hui Xing","doi":"10.11648/J.JHRM.20210903.16","DOIUrl":"https://doi.org/10.11648/J.JHRM.20210903.16","url":null,"abstract":"From the works of scholars in the field of Human Resource Management (HRM), conceptualization establishes that Human Resource (HR) Flexibility is important in a firm’s sustainability. Skill flexibility, behavior flexibility, and HR practice flexibility have been acknowledged in the literature as the dimensions of HR flexibility with a significant impact on performance for the sustainability of firms in today’s turbulent environments. This paper explores the moderation role of Female Leadership (FL) between HR Flexibility (HRF) and Firm Performance (FP). Furthermore, the authors also investigate the individual effect of skill, behavior, and HR practice flexibility moderated interaction of Female leadership on performance of firms. Data was collected using a questionnaire as an instrument from 202 HR managers in Ghana. Using correlation and regression analyses to test for the interaction modeling, the hypotheses of the study are tested. The results confirm a moderation of Female leadership on the relationship between HR Flexibility and firm performance. The findings revealed that there is a positive effect of HRF on firm performance (HR-related and Market-related outcomes) which is reinforced by the moderator. The results reached in this paper contribute to the literature of HR flexibility on firm performance. The paper brings insight to the strategic role of Female leadership, so far as flexibility is concerned for higher organizational capability.","PeriodicalId":31099,"journal":{"name":"Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2021-09-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43715233","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 : 2021-09-08DOI: 10.11648/J.JHRM.20210903.15
C. Ellehave, D. Ulrich
Today’s global pandemic, social tensions (racial strife, refuge challenges), political toxicity, economic adversity, and personal emotional malaise challenges will undoubtedly be remembered as a time of unprecedented shock, change, and volatility. The speed, reach, and severity of these crises have accelerated changes about where and how people work, what new organizational systems are required to do work, and how leaders need to act to be effective; all of which are areas of importance to the future of the HR function. While it is critical for HR to respond to the day-to-day administrative requirements caused by these external changes, it is perhaps even more crucial for HR to improve its ability to grasp the consequences of these changes, to anticipate future challenges and their effects. In order to stay relevant and value-adding as a function, HR will need to keep reinventing itself to turn current and future contextual challenges into opportunities. This essay argues that HR will need to keep coming up with new answers to the question: Given these radical, contextual changes, how can HR rise to the opportunity and further improve the function’s unique contributions that create value for all stakeholders inside and outside the organization? To answer this question, this essay discusses how definitions of value and business success has changed recently, then goes on to suggest the implications for HR’s unique contribution to value creation, -delivery, and -capture, and concludes with offering a perspective on the implications for the function responsible for human capability (talent, organization, and leadership). In sum, this article offers business leaders and HR professionals insights on how to anticipate and realize the ever-evolving contribution of HR.
{"title":"Above and Beyond the Yearly Wheel: Anticipating and Realizing the Ever-Evolving Contribution of HR","authors":"C. Ellehave, D. Ulrich","doi":"10.11648/J.JHRM.20210903.15","DOIUrl":"https://doi.org/10.11648/J.JHRM.20210903.15","url":null,"abstract":"Today’s global pandemic, social tensions (racial strife, refuge challenges), political toxicity, economic adversity, and personal emotional malaise challenges will undoubtedly be remembered as a time of unprecedented shock, change, and volatility. The speed, reach, and severity of these crises have accelerated changes about where and how people work, what new organizational systems are required to do work, and how leaders need to act to be effective; all of which are areas of importance to the future of the HR function. While it is critical for HR to respond to the day-to-day administrative requirements caused by these external changes, it is perhaps even more crucial for HR to improve its ability to grasp the consequences of these changes, to anticipate future challenges and their effects. In order to stay relevant and value-adding as a function, HR will need to keep reinventing itself to turn current and future contextual challenges into opportunities. This essay argues that HR will need to keep coming up with new answers to the question: Given these radical, contextual changes, how can HR rise to the opportunity and further improve the function’s unique contributions that create value for all stakeholders inside and outside the organization? To answer this question, this essay discusses how definitions of value and business success has changed recently, then goes on to suggest the implications for HR’s unique contribution to value creation, -delivery, and -capture, and concludes with offering a perspective on the implications for the function responsible for human capability (talent, organization, and leadership). In sum, this article offers business leaders and HR professionals insights on how to anticipate and realize the ever-evolving contribution of HR.","PeriodicalId":31099,"journal":{"name":"Journal of Human Resource Management","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2021-09-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41960377","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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