Mutual Relationship of Human Resource Management and Technology

2017 ◽  
Vol 20 (1) ◽  
pp. 72-87 ◽  
Author(s):  
Chandra Sekhar ◽  
Manoj Patwardhan ◽  
Vishal Vyas

The Problem The Indian information technology (IT) industry has shown a phenomenal growth over the last two decades. These changes such as increased global competition and the shift in the blend and level of the workforce have led to an increasing level of uncertainty in the industry. To overcome this unprecedented change, IT firms need to adopt flexible human resource management (FHRM) that has a direct and/or indirect impact on job performance. Therefore, the purpose of this article is to explore the impact of work engagement on job performance through FHRM among IT professionals in India. The Solution The results indicate that the use of FHRM by the employees is an important mediator between the positive relationship of work engagement and job performance. Both work engagement and FHRM contributed to job performance. The sample firm and responses for the study were limited to IT industry domain only. The results suggest that FHRM should be promoted at the employee and firm levels to boost job performance. The Stakeholders Reflecting on the employee engagement and job performance via FHRM would boost the organizational flexibility in the IT industry. FHRM makes the employee more organization fit and more engaged for their respective job. This study may be helpful in unveiling the importance of flexibility in job performance. To the best of the authors’ knowledge, this is the first study that links work engagement, FHRM, and job performance in the Indian IT industry context. The study helps in the development of theory in FHRM and employee engagement.


1984 ◽  
Vol 13 (4) ◽  
pp. 501-510 ◽  
Author(s):  
Clyde J. Lindley

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.


2018 ◽  
Vol 7 (2.8) ◽  
pp. 186
Author(s):  
A Ajay Kumar ◽  
Tenali Ravi Kumar ◽  
T Bala Akhil Reddy

This paper assembles a progressive learning-based research show organizing human resource organization system (HRMS) and legitimate execution from the perspective of various levelled learning structure is usefulto decreasethe costs also it saves the time, joining and altering Human Resource tries to whatever is left of the partnership. Experts will be locked in and secure with more information and decreaseover their work life. With this Human Resource Management Framework one can easily develop the work frameworks and approach. The fit flexibility features keep delegates present and fulfilling, even as statutes and controls change. For gifted relationship of commercial process, computerization in the current circumstance. The fundamental reason for the undertaking is to build up a HRM structure is the Intranet Automation of HR Software .HR framework gives the data with respect to the pros I the affiliation.


2020 ◽  
Vol 69 (8) ◽  
pp. 1585-1607
Author(s):  
Arsalan Mujahid Ghouri ◽  
Venkatesh Mani ◽  
Mustafa R. Khan ◽  
Naveed R. Khan ◽  
Anugamini Priya Srivastava

PurposeThe purpose of this study is to assess the key determinants of green human resource management (GHRM) and investigate its impact on environmental performance (EP) and business performance (BP).Design/methodology/approachThe research employed SmartPLS 3 and follows a cross-sectional research design. Data from 179 employees were collected using a convenience sampling technique from the firms that adopted GHRM practices.FindingsThe research found a significant relationship of GHRM with EP and also reported the significant relationship between EP and BP. Moreover, EP significantly mediates the relationship of GHRM with BP.Research limitations/implicationsA relatively small sample size of employees was used that may suggest the need for a diverse and more representative sample. The paper is based on data collected from the Malaysian manufacturing industry – other economic sectors and Asian countries may offer different results.Practical implicationsThe paper identifies the need for incorporating GHRM practices and culture at the workplace to encourage positive green behavior in employees which will increase the EP and BP of the firm.Originality/valueThis paper reported the initial empirical findings after the March 7th incident on EP of businesses in Malaysia, where businesses have initiated the adoption of GHRM practices.


2019 ◽  
Vol 11 (4) ◽  
pp. 1044 ◽  
Author(s):  
Edyta Bombiak ◽  
Anna Marciniuk-Kluska

There has been increased interest over recent years in socially responsible human resource management (SRHRM) oriented at developing good relations with employees as a function fostering sustainable organization-building. This is a consequence of our awareness of the fact that employees and personnel processes play a vital role in translating the policy of sustainable development into practice. The objective of this research has been to diagnose the activity of young Polish enterprises in the area of SRHRM as an important corporate social responsibility (CSR) component and to assess relations between SRHRM practices and the sustainable development of organizations. The studies conducted on a representative sample of 150 entities demonstrate both the scope of SRHRM practical implementation and the fields which have disparity in this respect. It has been determined that SRHRM practices are quite frequently adopted by young Polish enterprises. Research has shown that there is a correlation between the assessment of the relationship of SRHRM practices with the sustainable development of organizations and their practical implementation. It has been established that the higher the assessment of the strength of the relations of a given practice, the more often it is implemented in the enterprises studied. Simultaneously, the research has demonstrated a low level of maturity with respect to SRHRM implementation, as evidenced by the adoption of basic practices.


2018 ◽  
Vol 2 (2) ◽  
Author(s):  
Muhammad Rouf

Islamic Education Institutions really need to understand the importance of job analysis in its function for good organizational human resource management. If all school leaders apply human resource management, the management of the institution that relies on the figures will gradually shift towards a healthy organizational climate and rests on the work responsibilities of each of its employees. Discussion of this article includes the definition of HR employment analysis, the purpose of job analysis, the importance of job analysis, aspects of job analysis, job analysis techniques, and the relationship of job analysis with the function of human resource management. Job analysis is a systematic review process and collection of information in a systematic and comprehensive about the duties, obligations and responsibilities of employees in an organization, company or school. The purpose of Job analysis is oriented on how the workforce can perform its work effectively, efficiently and professionally. Identification of job specifications is important for teachers and all employees. The development of human resource skills can be done when the employees have done the work process while held regular evaluation. The aspects of human resource management are the output of work, the tasks performed, the structure of salaries, and the competence of the workers in doing their work. Techniques or ways of doing job analysis depend on the needs of the organization itself. However, the most important is the result of job analysis must be accurate and recorded neatly to be used as a reference in the process of human resource management next. Job analysis is carried out in the human resource management planning process. The results can then be used in the decision making of the entire human resource management process.


2011 ◽  
Vol 2 (5) ◽  
pp. 191-198
Author(s):  
AKM Mominul Haque

The purpose of this research is to test and contrast whether or not strategic human resource management (SHRM) can be used to predict economic development i.e., efficiency and organizational development of two real estate company located in Dhaka, Bangladesh. Convenience sampling method was applied to obtain data from 100 employees. The study reveals no relationship of SHRM with economic development and organizational development. HR policies is negatively related with economic development while no relationship with organizational development in case of Oriental Ltd (OL) while for Suvastu Ltd (SL), it is negatively related with organizational development but has no relationship with economic development. Correspondingly, HR process is negatively related with economic development but positively related with organizational development in case of OL while HR processes have no relationship in case of SL. HR development has no relationship with economic development and organizational development for both the firms. HR practices have less or no strategic significance for the given organizations. HR outsourcing has no relationship with economic development and organizational development either. The findings suggest that using these dimensions may provide organizations with the potential to improve existing level of efficiency and development of the firms.


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