Human Resource Management

2009 ◽  
Author(s):  
Peter Boxall ◽  
John Purcell ◽  
Patrick M. Wright
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Human Beings ◽  
Policy And Practice

Human resource management (HRM), the management of work and people towards desired ends, is a fundamental activity in any organization in which human beings are employed. It is not something whose existence needs to be elaborately justified: HRM is an inevitable consequence of starting and growing an organization. This article focuses on the scope of HRM and its major subfields. For example, Micro HRM (‘MHRM’) covers the subfunctions of HR policy and practice.

Human Resource Management in the African Context

2021 ◽  
pp. 305-326
Author(s):  
Frank M. Horwitz ◽  
Linda Ronnie
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Multinational Corporations ◽  
Human Resource ◽  
Emerging Market ◽  
Cross Cultural ◽  
Employment Relations ◽  
Policy And Practice ◽  
African Countries ◽  
New Findings

This chapter provides a critical overview of the evolving human resource management (HRM) research context, labor market developments, insights regarding cross-cultural diversity, human resource practices, issues pertaining to the efficacy of adoption of Western and East Asian international HRM, and employment relations in African countries. Given the influence of multinational corporations on the diffusion and development of HRM in African countries, issues pertaining to their influence are critically evaluated. Even with the increasing focus on the Chinese–African HRM nexus, studies on African management or HRM are often country specific, occasionally comparative, and variously suggest that HRM practices follow the convergence perspective, “cross-convergence” perspective, or divergence perspectives. There are still unexplored issues relating to African management or HRM, and new findings could reshape the research agenda, HRM policy, and practice. Though often country or regionally focused, there is evidence of increasing research on HRM issues and mergers and acquisitions, impacts of privatization on HRM, knowledge appropriation, emerging market multinational corporation HRM policy and practice, diversity and cross-cultural management, HIV/AIDS policy implementation issues, sustainable development and corporate social responsibility, and impacts of the institutional and regulatory environment on HRM and employment relations.

Human Resource Management in the Postsocialist Region of Central and Eastern Europe

2021 ◽  
pp. 238-264
Author(s):  
Michael J. Morley ◽  
Andrej Kohont ◽  
József Poór ◽  
Rūta Kazlauskaitė ◽  
Veronika Kabalina ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Eastern Europe ◽  
Human Resource ◽  
Trade Unions ◽  
Central And Eastern Europe ◽  
Transition Period ◽  
Management Policy ◽  
Organizational Level ◽  
Policy And Practice

In this chapter, the authors landscape key aspects of the historical and contemporary nature of human resource management in the postsocialist region of central and eastern Europe. The chapter commences with a background discussion of the evolution of human resource management in the region under three key periods, namely, the socialist period, the transition period, and the contemporary period. The chapter then turns to providing an account of a selected number of particular historical and contextual factors that account for some of the commonalities and differences exhibited in contemporary human resource management in the region. Chief among the factors identified are cultural determinants, variations in the control provisions that operated under socialism, the path to gradual Europeanization, the ownership structure in the economy, the shifting fortunes of trade unions, and the levels of managerial competence. Finally, drawing on three waves of Cranet data gathered between 2004/5 and 2014/15, the authors provide a summative account of selected aspects of organizational-level human resource management policy and practice in the region.

Social Work Intervention in Human Resource Management: The Conceptual Framework

2021 ◽  
Vol 10 (1) ◽  
Author(s):  
Kuntak Ghosh
Keyword(s):  
Social Work ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Work Practice ◽  
Social Work Practice ◽  
Work Place ◽  
Human Beings ◽  
Work Intervention ◽  
Main Component

People are the main component as well as the target for social work practice. The intention of this profession is to help individuals /groups/communities to find out and solve their difficulties arising out of an imbalance between them and their surroundings and to assist them enhancing and restoring their capacities and potentials. On the other hand, Human Resource Management stands for recognizing and channelizing the uniqueness, talents, potentials, capabilities and strengths of human beings in work place, to develop their productivity as well as to ensure the protection of rights, social security, and justice for them. Human Resource Management is a term that aims to the blooming people as a valuable resource of the organization rather than their control as material assets. By analyzing the frameworks and philosophical bases of both the profession, it can be clearly elucidated that the practice of Human Resource Management, where it aims into resolve the disequilibrium in workplace relationship or employee-employer relationship and when it aims to identify, utilize and channelize all of their potentials and inner resources to develop their productivity the process of Social Work intervention strongly finds its way into the domain of practice of HRM and vis-à-vis.

Putting “Human” into Human Resource Management

1984 ◽  
Vol 13 (4) ◽  
pp. 501-510 ◽  
Author(s):  
Clyde J. Lindley
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Climate ◽  
Human Resource ◽  
Leadership Style ◽  
Organizational Setting ◽  
Human Beings ◽  
Carl Rogers ◽  
Assessment Specialists ◽  
Relationship Of

This article stresses the importance of studying how the employee functions in the organizational setting in which he/she works. The relationship of organizational climate to performance is described by reviewing some of the research in this area. Human resource management means providing an organizational climate that will motivate the employee to reach his/her highest potential of effectiveness. It is treating employees as human beings, as persons with feelings, aspirations and pride. A philosophy of human resource management is presented based on the counseling philosophy of Carl Rogers, that each person has inner resources to grow and become a fully functioning person. Suggestions are made about the leadership style necessary to produce an organizational climate that will unleash the tremendous potential within employees. Participative management and other means of involving employees are encouraged as human resource management endeavors. Assessment specialists and other personnelists are challenged to assist managers and personnel directors in developing a truly people oriented, participatory, human organizational climate. “Human” human resource management means greater productivity.

The link between e-HRM use and HRM effectiveness: an empirical study

2016 ◽  
Vol 45 (6) ◽  
pp. 1281-1301 ◽  
Author(s):  
Shatha M. Obeidat
Keyword(s):  
Resource Management ◽  
Empirical Study ◽  
Human Resource Management ◽  
Social Influence ◽  
Human Resource ◽  
Policy And Practice ◽  
User Intention ◽  
Content Type ◽  
Performance Expectancy ◽  
The Impact

Purpose The purpose of this paper is to present results from an empirical study at the a Telecommunication company in Jordan on the impact of electronic-human resource management (e-HRM) use on human resource management (HRM) effectiveness. Moreover, by applying the unified theory of acceptance and use of technology, the study seeks to examine the mediating effect of the intention to use e-HRM on the relationship between e-HRM determinants (i.e. performance expectancy, effort expectancy, and social influence) and e-HRM use. This study adds a major contribution to the e-HRM literature by empirically examining the effect of e-HRM use on HRM effectiveness at both the policy and practice levels. Design/methodology/approach Data were collected from employees working in Telecommunication company in Jordan about their perception towards the use of the e-HRM system and HRM effectiveness of policies and practices. Findings The findings provide support for the positive contribution of the use of e-HRM on HRM effectiveness at both the policy and practice levels. It also confirms mediating effects of user intention on the link between e-HRM determinants (both performance expectancy and social influence) and e-HRM use. Research limitations/implications This study emphasises the relevance of e-HRM in increasing HRM effectiveness. limitations of the study include cross-sectional data and the difficulty to form generalisation from the research restricted to a single company. Originality/value This study represent a first attempt to examines the impact of e-HRM use on HRM effectiveness at both levels: policy and practice. It also reveals that relationship between e-HRM determinants and e-HRM use is mediated with e-HRM user intention.

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