Human Resource Managment

"Since its very inception, social work has been considered an organizationally based profession, with the majority of its workforce employed within formal organizations. Whether in nonprofit, for-profit, or governmental agencies, the practical realities of human service organizations are a central element of professional social work. This book explores the climate and culture of these agencies and provides essential information for surviving and thriving in this setting. It prepares students for their future careers so that they will feel empowered in their work and be able to fulfill their responsibilities toward organizational, community, and social change. Using real-life examples, the authors examine the internal structures of management, financing, and supervision and discuss common conflicts between agencies and professionals. The book’s straightforward tone and practical advice make it an asset to anyone entering human service organizations.

This new edition contains updated examples, case studies, and references. It also contains valuable information on the effects of the recent financial crisis on human service organizations. Agencies now face increased caseloads and more complex social problems with fewer resources and less money. Understanding how these events have changed the nature of human service organizations will allow students to be better prepared for the work ahead of them.

Features

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Expanded content on the practical aspects of organizational theory and suggestions for developing leadership skills
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Updated examples, case studies, and references throughout the book
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Key points and discussion questions following each chapter
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Updated instructor’s manual available online as a PDF or Word document"

Human resource management (HRM, or simply HR) is a function in organizations designed to maximize employee performance in service of their employer's strategic objectives. (HRM in changing organizational contexts, 2009). HR is primarily concerned with how people are managed within organizations, focusing on policies and systems ( Human resource management: A critical approach , 2009). HR departments and units in organizations are typically responsible for a number of activities, including employee recruitment, training and development, performance appraisal, and rewarding. HR is also concerned with industrial relations, that is, the balancing of organizational practices with regulations arising from collective bargaining and governmental laws.

ABSTRACT Each employee’s performance is important in an organization. A way to motivate it is through the application of reinforcement theory which is developed by B. F. Skinner. One of the most commonly used methods is positive reinforcement in which one’s behavior is strengthened or increased based on consequences. This paper aims to review the impact of positive reinforcement on the performances of employees in organizations. It can be applied by utilizing extrinsic reward or intrinsic reward. Extrinsic rewards include salary, bonus and fringe benefit while intrinsic rewards are praise, encouragement and empowerment. By applying positive reinforcement in these factors, desired positive behaviors are encouraged and negative behaviors are eliminated. Financial and non-financial incentives have a positive relationship with the efficiency and effectiveness of staffs.
KEYWORDS
Positive Reinforcement; Employees’ Performance; Motivation

This survey based descriptive research has been undertaken in Tirunelveli District, Tamilnadu as comparative study to identify and differentiate sources of stress, impact of stress and coping strategies of nurses working in four core departments (ward, operation theatre, intensive care unit and casualty) in private hospitals.  Sources of stress have been identified and differentiated in terms of role, work load, working hour, organization structure and policy, work shift, interpersonal relationship at the workplace, lack of professionalism and professional self doubt, career development and pay, lack of resources, physical environment and welfare facilities, discrimination and sexual harassment, attitude towards work, home-work conflict, doctor and patient related stressors.  Impact of stress has been identified and differentiated in terms of job performance, job satisfaction, organizational commitment and health.  The study has sampled 360 nurses from 45 general types of private hospitals using stratified sampling technique.  Mean, standard deviation, coefficient of variation, Kruskal Wallis test and multiple regression models have been used to analyse the data.  The result indicated that the extent of perception of majority of the nurses working in all four departments towards sources of stress and impact of stress have been at medium.  The study has given suitable suggestions to overcome the stress.

In this paper, I examine aspects of international teacher recruitment, induction, and retention practices in mainland China, specific to my present location in Foshan, Guangdong Province. I describe existing challenges and offer an intervention action plan that can assist in ameliorating current circumstances.

In every organisation, employees play a vital role in determining its survival. Employees become the ultimate asset to ensure that the organisation operates as planned. The relation between the appraisal system and the organisation's strategy is used as a strategic tool to achieve the organisation's vision. This will evidently be a key factor in communicating values, promoting flexibility and maximizing individual potentials and contributions. Very often, employees who are not happy with the practice of the appraisal activities will send a huge impact on the organisation's image. In the 21 st century, performance appraisal activities continue to become one of the most important functions in human resource management. The work environment and the employees have become more in tune because of the massive usage of information and communication technology (ICT) in every organisation. This paper explains the relationship of the 21 st century with performance appraisal activities and explores issues as well as challenges that arise in the appraisal activities.

This study investigates the nature and changes of Human Resource Development (HRD) in two Greek banks under the challenging context of the economic crisis. It examines the latter's impact upon HRD as it was perceived from different stakeholders and through a pre and ongoing-crisis assessment approach. The study draws upon qualitative research data from two case study banking organizations in Greece, reporting on 76 semi-structured interviews with key stakeholders (HR staff, Bank Managers, employees) undertaken in 2014, six years after the fall of Lehman Brothers. The study contributes to academic knowledge as being the first empirical research offering a unique perspective through examining changes of HRD within a specific industry and national context (Greek banks) against a backdrop of an economic downturn. Its findings also raise important questions for HRD professionals, in both academia and practice, in relation to claims and aspirations which prevail in respect of HRD and organizational change and business transformation.

Small and medium enterprises (SMEs) contribute substantially to the economic development, income generation, poverty reduction, and particularly job creation for both developed and developing economies. However, compared with large firms, SMEs face several challenges related to their performance and competitiveness. The role of human capital (HC) and human resource practices (HR Practices) in enhancing SMEs competitiveness and performance is vital but understudied areas. Therefore, the purpose of this study was to investigate the role of HC development between the relationship of high-performance work systems (HPWS) and export-oriented SMEs performance. Quantitative strategy and cross-sectional survey method was used to collect data from 205 managerial staff through a self-administered structured questionnaire. HPWS had a significant positive impact on export-oriented SMEs performance. The findings of the study provide evidence that HC development plays a mediating role between HPWS and enterprises performance.

In today’s highly challenging knowledge-based economy, many universities are have been taking additional value from their technologies developed in their research laboratories by licensing their intellectual property (Tidd & Bessant, 2011). In Turkey, however, this issue is very new and most of the university administrators are not aware about the intellectual property rights (Pathak, Xavier-Oliveira, & Laplume, 2013). As Huizingh has mentioned that such technology transfer of the universities has recently become an important dimension for the university strategy, as part of a trend called open innovation. Open innovation can involve both bringing knowledge from university into the innovative corporations and also transferring technologies from within the corporation to external partners, like the universities. By licensing their technology, universities have achieve a successful return on other and more deep R&D. In that way, technology transfer by licensing technology help universities (Huizingh, 2011). However, in many universities, especially in Turkey instead of licensing technology in order to achieve additional revenues by annual royalties, have not very effective in licensing. In particular, universities transfer their competitively outstanding technologies due to the lack of strategic management. Additionally, researchers often have difficulty in licensing opportunities due to the lack of the technology licensing offices (Shane & Somaya, 2007).
In order to understand the Turkish universities in technology transfer and licensing, a well-rounded research had conducted in Istanbul, the most developed city in Turkey, in which two different universities had chosen. After analyzing the academic and managerial background on technology licensing, exploratory interviews with 45 researchers in two different faculties, which were engineering and medicine, had conducted to understand deeply the level of awareness about the technology transfer and licensing. Additionally, a simple questionnaire was given to overview the general knowledge of the researchers in licensing and intellectual property rights. In the study, a phenomenological analysis was conducted and 16 research questions were taken into consideration during the semi-structured interviews. Then the data were overviewed critically by using Atlas.ti 7 to elaborate deeply the main situation regarding to the technology transfer and licensing
The results of the depth analysis showed that most of the participants (88%) accepted that they did not know about the technology transfer and licensing. More significantly, the most of the participants from the faculties of medicine and engineering were not aware about the importance of the technology that they had developed in terms of licensing and royalties that they could earn. Those (43%) who were developing technology and transfer of the technology to the corporations felt alone and scared about licensing. Some (22%) of the young participants had mentioned about the negative attitudes of the older professors. Those, who were successful in technology transfer and licensing, on the other hand, had mentioned that they did not like to talk about licensing and they preferred to work in corporations rather than in the university in order to protect themselves from the negative attitudes of their colleagues. Most (89%) of them strongly clarified that they had potential technological solutions for specific problems, but they faced the challenges for technology transfer and licensing. The participants from the medicine had less knowledge in technology transfer and licensing than those from the engineering faculty. Some of them (32%) could not identify profitable applications of their studies. In addition, the large number of the participants (87%) had defined transferring technology as a complex process. They could not deal with the licensing activity. Hence, that mentioned that they needed technology licensing office to cope effectively and efficiently with managerial formalities.

Purpose -The purpose of this paper is to introduce an integrated three-phase methodology for forecasting future competency requirements more effectively than existing methods. Design/methodology/approach -The methodology is demonstrated with reference to empirical research conducted by the authors. The methodology consists of three phases: phase 1 -preliminary interviews, phase 2 -questionnaire, and phase 3 -critical incident technique interviews. Outputs from phases 1 and 2 are used to generate a framework through which to elicit future competency requirements during phase 3. Findings -The empirical findings, although included, are incidental to the current paper; they serve solely to illustrate the methodology. As such, the development and demonstration of this methodology are the main "findings" of the paper. Research limitations/implications -Methodologies for forecasting future competency requirements should adopt structured integrated approaches to improve predictive accuracy. Practical implications -The methodology is described in sufficient detail so as to enable its practical application by HR professionals and academic researchers alike. Both groups will find this methodology extremely useful. Originality/value -The paper seeks to improve upon existing methods for forecasting future competency requirements. By addressing the limitations of existing methods, and also by merging previously independent approaches, it provides an innovative integrated methodology of significant value.

The ever increasing demand for research has created a need for an efficient method of determining the sample size needed to be representative of a given population. In the article "Small Sample Techniques," the research division of the National Education Association has published a formula for determining sample size. Regrettably a table has not bee available for ready, easy reference which could have been constructed using the following formula.

The purpose of this paper is to find out how to compare the implementation of human resource management strategies at PT Televisi Transformasi Indonesia Tbk and PT Media Nusantara Citra Tbk in facing a new era in the media industry. The method used in this writing is to use a literature study. Based on the results of the literature study collected, it can be concluded that the two companies each have similarities in terms of implementing human resource management strategies, from workforce planning to workforce development.