Organization and Challenges of the Human Resources Function in a Cruise Ship Company

2020 ◽  
Vol 15 (2) ◽  
pp. 65-71
Author(s):  
Esperanza Suárez ◽  
Lourdes Susaeta ◽  
Frank Babinger
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Cycle Life ◽  
Cruise Ship ◽  
Organizational Changes ◽  
Hr Management ◽  
Maritime Labor ◽  
Cruise Line ◽  
Hr Managers

Since the Maritime Labor Convention (MLC) came into force, cruise line companies have been required to make human resource (HR) organizational changes in order to comply with the corresponding rules on employees' rights. This article offers an overview of the role and organization of HR in the Spanish cruise line company Pullmantur. This research suggests that cruise HR managers face greater challenges, compared to those of other sectors, not only because of the specific regulations affecting cruise line companies, but also because of the complexity of the processes from recruitment to incorporation. Pullmantur's case illustrates a particular way of organizing the HR planning and assignment of its personnel, reflected in their Crew Cycle Life (CCL). After having reviewed different documents as well as interviews carried out with Pullmantur's HR management, this article describes and examines the different positions, functions, and responsibilities of HR "on ship and shore." It concludes that HR's function within a cruise ship company is more stressful and complex, but at the same time, more vibrant and challenging than in other industries.

Human Resource Planning as a Strategic Function

2017 ◽  
Vol 8 (3) ◽  
pp. 120-131 ◽  
Author(s):  
Jatinder Kumar Jha ◽  
Manjari Singh
Keyword(s):  
Strategic Planning ◽  
Human Resources ◽  
Human Resource ◽  
Resource Planning ◽  
Line Managers ◽  
Human Resource Planning ◽  
Competitive Edge ◽  
Hr Managers ◽  
Forecasting Techniques

This paper explores the strategic importance of human resource (HR) planning and the various techniques employed by organizations to attract talent and thus to gain a competitive edge. In this paper, the authors have tried to explore the various biases that come into play when supervisors forecast for human resources. Backed by research, the paper recommends the integration of line managers with HR managers and their participations in strategic planning to enable the HR managers to gain valuable insights for HR planning. The paper further suggests that though biases cannot be ruled out completely but they can be controlled by providing relevant training to the HR and line managers to forecast dynamics. Further, the judgement of the line managers could be complemented with other forecasting techniques to make the process more reliable.

E-HRM As a Human Resource Management Tool in the Digital Economy

2021 ◽  
pp. 73-77
Author(s):  
Elena Mitrofanova ◽  
Aleksandra Mitrofanova
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Data Bank ◽  
Management Tool ◽  
Online Support ◽  
Hr Management ◽  
Productive Activities ◽  
Management Processes

The article substantiates the need to create a new model of a personnel management system - electronic human resource management, which is an advanced business solution that provides full online support in the management of all processes, actions, data and information necessary for human resource management in a modern company, it is determined the essence and content, the goal, objectives, levels of electronic human resource management are shown, functions and results are shown, methods and opportunities for the implementation of electronic human resource management are proposed. It is shown that the introduction of electronic human resource management increases the efficiency of HR management processes by concentrating information about personnel in a centralized data bank, speeding up information processing, reducing errors and the amount of duplicate work, reducing less productive activities in the field of human resources and its reorientation to strategic tasks.

scholarly journals Raising the Curtain in People Management by Exploring How Sustainable HRM Translates to Practice: The Case of Lithuanian Organizations

2018 ◽  
Vol 10 (12) ◽  
pp. 4356 ◽  
Author(s):  
Živilė Stankevičiūtė ◽  
Asta Savanevičienė
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Well Being ◽  
Structured Interviews ◽  
Hrm Practices ◽  
Human Aspects ◽  
Real People ◽  
And Performance ◽  
Hr Managers ◽  
Core Characteristics

Arguing for the necessity to re-think human resource management (HRM), as human resources are becoming scarce, HRM practices themselves can be even harmful for employees, and the mainstream HRM is more interested not in the employee well-being, but in the search for the link between HRM and performance, the paper introduces sustainable HRM as an alternative approach to people management. Sustainable HRM is seen as a design option, which allows one to maintain, renew and restore human resources. Although previous works have broadened the understanding of the meaning given to sustainable HRM and its core characteristics, research into how sustainable HRM translates into practice is still lacking. Thus, the purpose of the paper is to reveal the practices through which 11 characteristics of sustainable HRM are expressed in real people management in organizations. In doing this, qualitative data were collected from Lithuanian organizations using semi-structured interviews with 19 human resource (HR) managers. The research indicated a variety of applied practices, which differ by maturity. Care of employees, profitability, external partnership, fairness and equality, and employee development were revealed as the characteristics of sustainable HRM most explicitly expressed through HRM practices. Nonetheless, the organizations need more heterogeneous HRM activities, which simultaneously consider the economy, environment, society, and human aspects.

scholarly journals Human resources managers as custodians of the King III code

2015 ◽  
Vol 18 (2) ◽  
pp. 206-217
Author(s):  
Frank De Beer ◽  
Daniel Hercules Du Toit
Keyword(s):  
Corporate Governance ◽  
Human Resources ◽  
Performance Management ◽  
Ethical Decision Making ◽  
Structured Interviews ◽  
Main Research ◽  
Hr Management ◽  
Human Resources Managers ◽  
And Performance ◽  
Hr Managers

The objective of this research was to perform an exploratory study on the knowledge and understanding of the King III code among Human Resources (HR) managers in South African companies. The King III code is a comprehensive international corporate governance regime which addresses the financial, social, ethical and environmental practices of organisations. HR management plays a role in managing corporate governance by using the King III code as a guideline. The main research questions were: Does HR management know, understand, apply, and have the ability to use the King III code in terms of ethical decision-making? What role does HR management play in corporate governance? A random sample of available HR managers, senior HR consultants and HR directors was taken and semi-structured interviews were conducted. The results indicated that the respondents had no in-depth knowledge of the King III code. They did not fully understand the King III code and its implications nor did they use it to ensure ethical management. The themes most emphasised by the participants were: culture, reward and remuneration, policies and procedures and performance management. The participants emphasised the importance of these items  and HR’s role in managing them.

Overlaying Human Resources Principles to the Goal

2018 ◽  
Vol 8 (1) ◽  
pp. 20-34 ◽  
Author(s):  
Brian J. Galli
Keyword(s):  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Process Management ◽  
Theory Of Constraints ◽  
Manufacturing Plant ◽  
Management Implications ◽  
Profit Margins ◽  
Hr Management ◽  
Management Expert

This article analyzes the book The Goal: A process of Ongoing Improvement by E. Goldratt and J. Cox to discuss human resource management implications. The book helped organizations increase profit margins through process management. The book focuses on a manufacturing plant that was unprofitable because of ineffective machines (bottlenecks). However, with the mentorship of a management expert (Jonah), the business turned around to become profitable. The book outlines critical messages to managers while helping break out of the conventional way of thinking and take actions towards success. Goldratt and Cox promote the theory of constraints to improve productivity and profitability in an organization, as will be discussed in this article. Also, there is a critical book analysis and how it relates to HR Management is discussed. The article also addresses the principles applied to make the plant successful as well as the role human resource played in the overall factory management.

scholarly journals Fear and Trembling of Cruise Ship Employees: Psychological Effects of the COVID-19 Pandemic

2020 ◽  
Vol 17 (18) ◽  
pp. 6741 ◽  
Author(s):  
Aleksandar Radic ◽  
Michael Lück ◽  
Antonio Ariza-Montes ◽  
Heesup Han
Keyword(s):  
Anxiety Disorder ◽  
Focus Group ◽  
Human Resource ◽  
Qualitative Approach ◽  
Psychological Effects ◽  
Cruise Ship ◽  
Comprehensive Strategy ◽  
Management Leadership ◽  
Managerial Implications ◽  
Cruise Line

The current COVID-19 pandemic has evolved to unprecedented proportions. This research aimed to gain a deeper understanding of the psychological effects of the COVID-19 pandemic on cruise ship employees stuck at sea. Using an inductive qualitative approach, a synchronous online focus group was conducted with nine cruise ship employees who were stuck at sea during COVID-19 pandemic. The findings revealed that COVID-19 pandemic has managed to erase the feeling of joy from cruise ship employees who were stuck at sea while exposing weakness of cruise line companies such as poor human resource management leadership. Moreover, COVID-19 pandemic demonstrated that it is of paramount importance that cruise line companies create a comprehensive strategy in assisting their employees who are experiencing an anxiety disorder and depression. The managerial implications are outlined.

HR-Digital Trends

2019 ◽  
Vol 8 (5) ◽  
pp. 19-22
Author(s):  
Anna Dorogovtseva ◽  
Anna Erygina
Keyword(s):  
Human Resources ◽  
Digital Technologies ◽  
Success Stories ◽  
Hr Management ◽  
Speed Up ◽  
Hr Managers ◽  
Huge Variety

The article reviews HR-Digital, a new area in HR-management that has been actively implemented recently through the use of HR digital technologies. The work analyses the tasks of HR-managers in the digitalisation environment, digital technologies that will speed up a work fl ow for HR and help to evaluate an economic eff ect of HR-events. A focus is on the characteristics that today’s organisations must take into account to start using and implementing a digital HR-technology. We review areas for the digitalisation of staff services, show a huge variety of digital opportunities in managing human resources and give examples of success stories demonstrating the implementation of digital HR-technologies.

scholarly journals The Influence of Procurement and Development Strategy on HR Productivity and Satisfaction

2021 ◽  
Vol 3 (1) ◽  
pp. 9-22
Author(s):  
Harries Madiistriyatno
Keyword(s):  
Human Resources ◽  
Human Resource ◽  
Development Strategy ◽  
Research Method ◽  
Scientific Journals ◽  
Hr Management ◽  
Library Research

The purpose of this paper is to describe the influence of the procurement and development function on the productivity and satisfaction of HR, as one of the tasks of the HR Management (Advanced) course. The purpose of this paper is to determine and examine the effect of the procurement function on HR productivity, HR satisfaction, HR productivity, HR satisfaction and development on HR productivity and satisfaction. This study uses a library research method that refers to resources available both online and offline such as: scientific journals, books and news sourced from trusted sources. The result of this research is that the Procurement Function affects the Productivity of Human Resources. The Procurement Function has an effect on Human Resource Satisfaction. The Development Function affects the Productivity of Human Resources. The Development Function has an effect on Human Resource Satisfaction. The Procurement and Development Function affects the Productivity and Satisfaction of Human Resources.

scholarly journals Tata Kelola Pemerintahan Terkait Alternatif SDM Pertahanan Dalam Rangka Efisiensi Anggaran Pertahanan

2020 ◽  
Vol 2 (2) ◽  
pp. 192
Author(s):  
Endro Tri Susdarwono
Keyword(s):  
Qualitative Research ◽  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
National Defense ◽  
Defense System ◽  
Normative Approach ◽  
Hr Management ◽  
Limited Period

The purpose of this study is to describe governance related to alternative defense human resources in the context of defense budget efficiency embodied in the human resources of the reserve components and defense support components. This research is a qualitative research. This type of research uses a comprehensive analytic study and an analytical normative approach. The discussion regarding defense human resources needed to build a defense force includes active military, compulsory or conscripted military, voluntary military or reserve components and supporting components. Active military and mandatory military in relation to service are almost the same, it's just that the mandatory military has a limited period of service in accordance with the rules of the state. In taking into account the human resources of defense, it is not only active military and conscription, but includes reserve and supporting components. Human resource management is essentially a cycle from recruitment to separation - then the actual defense HR management must be carried out continuously. So thus, the management of human resources for defense of existing human resources (TNI personnel) must be carried out continuously, starting from recruitment, education, use, welfare, and separation. The TNI is a major component in the national defense system supported by the Komcad and Komduk. Two mandates of the national defense law that have not yet been resolved are the Komcad Draft Law and the Komduk Draft Law. And based on the description of human resource management, it is very important that this draft law be completed.

scholarly journals Human Resources Empowerment, Working Motivation and Organization Change in Improving Hotel Business Performance in Bali

1970 ◽  
Author(s):  
Gusti Kade Sutawa ◽  
, I Komang Gde Bendesa ◽  
I Nyoman Madiun
Keyword(s):  
Human Resources ◽  
Organizational Performance ◽  
Human Resource Development ◽  
Human Resource ◽  
Structural Equation ◽  
Positive Impact ◽  
Resource Development ◽  
Equation Modeling ◽  
Organization Performance ◽  
Organizational Changes

This study aims to test and analyze impact of human resource development on working motivation of hotel business workers in Bali, impact of human resource development on organizational changes of hotel business in Bali, impact of human resource development on the performance of hotel business in Bali, impact of working motivation against organizational changes in hotel business in Bali, impact of working motivation on the organizations performance of the hotel business in Bali, and impact of organizational changes against organizations performance of the hotel business in Bali. There were 170 respondents of star-rated hotel employees which were selected through purposive sampling technique. Structural Equation Modeling with the application Analysis of Moment Structure was used to analyze the data. The results show that empowerment of human resources (HR) has positive and significant impact on working motivation, organizational changes, and the organization performance of hotel business in Bali, working motivation has positive and significant impact on organizational changes and the organization performance of hotel business in Bali and organizational changes have significant and positive impact on the organization performance of hotel business in Bali. Empowerment variables have the most powerful impact to support the improvement of organizational performance, followed by organizational changes and working motivation variables. The results indicate that human resource empowerment improves the performance of the hotel business in Bali. Therefore, human resource development need to be prioritized in order to improve organizational performance of star hotels in Bali.

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