Reaction Paper Regarding the article entitled “Organizational Commitment of Human

Resources in the Context of Leadership Styles in the Organization”

Human resources are the most valuable resources, according to the mission statements of
almost all organizations. Companies work hard to survive and grow in order to fulfill their mission of
having the right people in the right positions at the right times with special talents for each organization.
Because human resource implementation processes support the maximizing of employees'
competencies within the organization, organizations must, therefore, give human resources more
attention.

According to the article Organizational Commitment of Human Resources in the Context of

Leadership Styles in the Organization. Employee engagement has a significant impact on the
management and leadership of human resources in businesses, which impacts both the organization's
competitiveness and the workers' own well-being. We think that the development of a concept serves as
a crucial foundation for accomplishing organizational objectives since it emphasizes organizational
commitment at the individual operating levels of human resource management. All interested parties
could create a true company policy that can satisfy the company if we look objectively at the
involvement of employees on the part of both regular employees and company management.
Employees have always been and will continue to be the foundation of all strategy, planning,
coordination, decision-making, and management. In almost all organizations, there is a mission
according to which human resources are the most valuable resources. The purpose of the study is to
confirm the link between an organization's human resource commitment and a leadership style
(participatory, employee-oriented).

Concluded that there is little to no knowledge of leadership styles among managers. Giving
managers more knowledge about leadership theories aids in their comprehension of the significance of
implementing the most appropriate leadership style within their companies. One way to look at the
success of participatory leadership is from a cultural perspective. Participatory leadership is regarded as
desirable and effective in the cultural dimensions between manager and employee. However, in reality,
there are businesses that view their workforce as a financial resource or as something inhumane. One
significant result of access to employees is their commitment, which directly affects human resource
management procedures. Employee fluctuations and turnover are a bad thing that not only damages the
organization's reputation but also costs money and time to recruit and train new staff members.
Organizational commitment is not just a theoretical problem, but has financial and structural
implications for the current frequency of the organization due to the need to hire and train new
employees. It is crucial to remember that the management the basis of the company is primarily
composed of employees and their managers, without which the performance elements would not be
profitable. This means that the more management is interested in employees, giving them space for
opinions and suggestions, the more dedicated employees are.
 Reaction Paper Regarding the article entitled “ STRATEGIC HUMAN RESOURCES
MANAGEMENT WITH RESOURCES-BASED APPROACH”

The Increasing focus on strategic management has also raised interest in the various roles that
various business functions play in the process. Strategic human resources management (SHRM) is
primarily concerned with ensuring that HRM and strategic management are integrated. To put it another
way, HRM seeks to integrate SHRM into the strategic management process.

Human resources management attempts to incorporate strategic human resources

management (SHRM) through the strategic management process in this article, “STRATEGIC HUMAN
RESOURCES MANAGEMENT WITH RESOURCES-BASED APPROACH.” SHRM has been profoundly impacted
by the introduction of a based on resources business model (RBBM) in the field of strategic
management.

As per RBBM, the primary factor that determines an sustainable competitive edge is the business’s
resources, with human resources being one of the most crucial resources. This concept demonstrates
the innate harmony between RBBM and SHRM. In the field of SHRM today, KDİM is the model that is
used the most. Following a brief explanation of the fundamental ideas behind RBBM and SHRM, this
study looks to understand how to apply RBBM to SHRM using the findings of the literature review.

The concept known as the resource-based business model (RBBM) was created after the 1980s and aims
to explain how a single company in a single industry can achieve sustainable competitive advantage
(SCA) through the use of business resources.

Based upon article review, the theoretical underpinnings of RBBM-based SHRM were
investigated in the study. Therefore, general human resources have the makings of strategic resources, it
can be said that they have the potential to be SCA resources. It is anticipated that this will cause HR
managers to take on increasingly significant roles in the business’s strategic management. Second, RBBM
and SHRM are anticipated to interact more in the future, with RBBM-based SHRM growing in
significance, as the majority of the concepts employed in RBBM pertain to human characteristics. Lastly,
further study in this field is necessary due to the possibility of unidentified components of the role of
human resources in attaining SCA.
Reaction Paper Regarding the article entitled “ EFFECT OF DIVERSITY MANAGEMENT
ON HUMAN
RESOURCE MANAGEMENT: RECRUITMENT AND SELECTION IN FOCUS”

Diversity refers to difference, and the beauty of it is that everyone is distinctive. While some
people think that color, race, and religion are unimportant, this isn’t actually the case; instead, people
tend to categorize people based on psychological traits like gender, age, or place of origin. By accepting
this fact and being willing to work with it, diversity in a work setting is fostered. A common feature of
organizations in Western economies and all multinational corporations is a workforce that is
multicultural and cross-cultural. Diversity has consequently grown in importance as a “hot-button” topic
in the fields of politics, law, business, and education. However, there has been a wide range of attitudes
from researchers as well as these corporations regarding a diverse workforce. The attitudes within the
organization vary from intolerance to tolerance and even appreciation for differences. On the other
hand, many businesses find it difficult to promote and hire women and members of racial and ethnic
minorities, particularly for executive roles.

According to research conducted by the Australian Centre for International Business, diversity leads
to more creative ideas and better solutions to organizational issues, which enhances the quality of
management decisions. Businesses with strong diversity management strategies stand to gain financially.
The secret to diversity management “value” is constructive task-based conflict resolution and
information sharing. The foundation of managing diversity is acknowledging differences as assets to an
organization rather than as issues that need to be resolved. The goals of the reviewed study were
delineated in the lengthy introduction. The article looks at the most significant diversity-related
problems in the HRM field. They create a conceptual framework that will assist businesses in creating
HRM strategies and guidelines for efficient diversity management. Our framework will also assist
researchers in identifying important topics for further study and direct practitioners in developing and
implementing diversity management policies. The article asserted that there is always a flip side to any
story, so while having a diverse cultural team has advantages, it can also present difficulties.
Misunderstandings and issues can arise due to a lack of communication and understanding of the
various cultures. If these issues are not resolved promptly, they may hinder the organization’s expansion
and lead to internal strife. These are negative behaviors, low productivity, costs, and internal conflict.

Diversity management entails encouraging, fostering, and harnessing individual differences for
the benefit of the company rather than merely accepting or accommodating them. The idea behind
“diversity management” is that by leveraging these differences, a productive workplace can be created
where people feel appreciated, their talents are fully utilized, and the objectives and goals of an
organization are met. As a result, it is clear that human resource managers need to be aware of how
cultural diversity affects the workplace. Human resource managers should take advantage of this trend’s
advantages and opportunities to gain a competitive edge in the workplace. Therefore, HR managers
should recognize that there are individual and cultural differences at work, concentrate on these
differences rather than group differences, and stress the need to do away with bias in areas like hiring
and selection, opportunities for training and development, employee compensation, promotions, and
performance reviews.
 Reaction Paper Regarding the article entitled “A Study of the Recruitment and Selection
Process in the ICT Sector: the HR Perspective and Creating Advantages ”

For any business to succeed over the long term, the process of recruiting and choosing
employees is crucial. First, the relevant academic literature describing this process will be analyzed in
order to validate its significance. Argue (2015) argues that strategic recruitment and selection play a
crucial role in achieving an organization’s goals because they are fundamental to the way a business
views the human resources required to stay one step ahead of its competitors. The hiring process entails
finding potential candidates, advertising for them, and conducting interviews. Next comes staffing and
onboarding new hires for their positions.

Based on insights from the ICT sector in North Macedonia, this paper investigates the effects of
the recruitment and selection process as well as the key elements that IT professionals consider when
looking for new opportunities. It also identifies the recruitment strategies that are most appropriate for
IT professionals and the reasons why people leave their current jobs. It’s critical to a company’s growth
and success that the right people are hired for the right positions. Actually, as businesses become more
conscious of the necessity of their process to target pertinent objectives and foster competitive
advantage, hiring and choosing candidates are becoming more and more important.

The study examines the effects of the hiring and selection process as well as the key considerations that
information and communications technology (ICT) professionals have when looking for new
employment. It also describes what motivates people to leave their current job and which recruitment
strategies are better suited for ICT professionals, based on insights from North Macedonia’s ICT industry.
It’s critical to a company’s growth and success that the right people are hired for the right positions.
Actually, as businesses become more conscious of the necessity of their process to target pertinent
objectives and foster competitive advantage, recruitment and selection are becoming more and more
important.

Keeping abreast of emerging innovations and technologies is crucial in any industry, but it’s
particularly true in high-tech sectors like the ICT sector. In this regard, recruitment, selection, training,
and development are important and significant components. To establish and preserve a competitive
advantage, it is imperative to allocate a substantial portion of resources, encompassing both temporal
and financial aspects, towards the acquisition, screening, and retention of elite and limited human
capital. In addition, it is critical to have a strategic approach to human resource management and to be
devoted to a corporate culture that supports core values committed to high performance in order to
draw in, develop, and retain talent, align employees with the organization, and make them exceptional
assets to the business.

Ultimately, for the organization to become and stay a high-performing one, human resource
management needs to be able to help the business place the right person in the right role. Recruiting,
selection, deployment, evaluation, training and development, pay and benefits, and, in the end,
employee retention are among the techniques used in human resource management.
 Reaction Paper Regarding the article entitled “CIVIL SERVANTS RECRUITMENT
PROCESS IN KOSOVO”

The term “civil service” refers to the entire group of administrative workers employed by national and
local government agencies who carry out policy implementation and guarantee adherence to pertinent
guidelines and protocols. By posting job openings on websites, postings on notice boards within the
relevant institution, and in at least one daily newspaper, state administration institutions can find
candidates with the professional training, expertise, and knowledge needed to fill open positions.

Based on ability and capacity, a civil servant is deemed suitable to exercise public administrative
authority; they support the highest administrative leader in implementing policies, supervise the
application of administrative rules and procedures, guarantee their execution, and offer administrative
support regarding their execution.

The article claims that it will examine the Republic of Kosovo’s instantaneous control over hiring
public servants. The goal of the study is to gain an understanding of the subject matter, which includes
how the civil service recruitment process operates, which protocols should be followed up until
employment in Kosovo’s civil service is established, and which authorities are qualified to oversee the
legitimacy of state administration bodies’ administrative actions pertaining to the hiring and hiring of
civil servants. Particularly, the facility’s specifics, such as how hiring is carried out, how a labor
relationship is formed in Kosovo’s civil service, and how internal control is implemented in contrast to
the legitimacy of administrative actions taken by public administration bodies regarding the hiring of civil
servants and by whom.

Thru this investigation this revealed that the hiring of civil servants is not done by adhering to the
declared norms and laws in effect, but rather by staffing the administration with political militants who
ought to be compensated for their party and political affiliations rather than by hiring qualified
professionals who are knowledgeable about the position. Therefore, systematizing (comforting) their
party militants to whom jobs have been promised in exchange for votes and support during the election
campaign is the only goal; reforming the state administration is not a priority. The institution’s leaders
transgress all recruitment policies and guidelines outlined by the law in order to accomplish these
objectives. Based on ability and capacity, a civil servant is deemed suitable to exercise public
administrative authority; they support the highest administrative leader in implementing policies,
supervise the application of administrative rules and procedures, guarantee their execution, and offer
administrative support. Regarding their execution.
Reaction Paper Regarding the article entitled “ EFFECTIVE MANAGEMENT OF HUMAN
RESOURCES IN INNOVATION PROCESS – GENDER-RELATED ISSUE”

The study concentrates on the impact of diversity as one facet of innovation. Research indicates
that a company’s ability to be innovative and the diversity of its knowledge base are positively
correlated. Diversity among employees broadens the search space and fosters a more innovative and
welcoming work environment. By increasing the interactions between various types of competencies
and knowledge, diversity broadens the firm’s knowledge base. Diversity among employees therefore
fosters innovation. Gender diversity is the component of diversity in which we are most interested. The
serious issue of women’s underrepresentation in science in the employment sector has been highlighted
in a number of studies and reports. International empirical comparative study results show that,
generally speaking, there is a statistically significant pattern showing that women contribute less than
men to the creation of scientific and industrial knowledge.

The focus of these studies is primarily on how men and women are represented in patent activity; the
innovation literature has come under fire for failing to consider gender. The intent of the article is to
demonstrate that innovation is not a gender-neutral process and that men and women engage in
different types of innovation depending on their roles, traits, behaviors, and skills. The findings of the
study shows that gender should be taken into consideration when deciding which professionals to
include in various stages of the innovation process. Conditions are thus set up for the innovation process
to achieve more effective and efficient goals. The majority of the variables in the model of female
participation are those that describe attitudes toward coworkers, formal and informal roles, and
women’s coping mechanisms in higher-risk scenarios. These variables are definitely connected to the
innovation process. Employers involved in inventive endeavors can benefit from the research’s findings.
They suggest that at various stages of the innovation process, women and men perform far more
productive and effective roles.

Variables that were eliminated from the analysis further support this; for men, traits, attitudes, and
behaviors related to the innovation process such as the Calculating Person and Risk Propensity do not
constitute statistically significant behaviors. Nonetheless, it was determined that factors like
competition, workload, rule and regulation compliance, perceptiveness, and representation were
statistically insignificant in the innovation process in both models. These factors appear to support the
idea that competition should not be the basis for women and men to participate in the same innovation
process. The models that are being presented clearly demonstrate the diversity of participation among
both men and women. Compared to men, women significantly increase trust, pay attention to people,
are more willing to take risks when using a holistic approach, and are capable of making decisions in the
innovation process. Men contribute significantly higher levels of proficiency concentration, task focus,
and unorthodox thought and behavior than do women. In order to more fully utilize the skills of both
men and women in the innovation process, managers should apply the new and useful guidelines that
are presented in the conclusions when making decisions.
 Reaction Paper Regarding the article entitled “ Training and Development in Human
Resources Management”

Additional recently hired staff are included in the training. It is an educational endeavor designed to help
the person acquire new credentials in line with the demands of the position and raise their level of
knowledge and proficiency. An upgrade is the development of preexisting skills. Despite the fact that
cultivation takes a certain amount of time. Development, on the other hand, is an ongoing process with
ill-defined boundaries. There are several reasons why businesses or organizations engage in employee
activities for training and development. Corporate culture can be strengthened and increased by
achieving the following goals: achieving high efficiency at a low cost; improving the quality of goods and
services produced; preventing waste of materials, energy, and raw materials; assisting the organization in
managing its time effectively; and raising employee job satisfaction and motivation. The role of training
and development in human resource management is discussed in this study. By definition, education is
the process of bringing about desired changes in an individual’s behavior through his or her own life. The
programmatic part of education is the teaching, organized, and planned instruction that takes place at a
specific location and during a specific time frame. Considering these definitions, I believe that education
is more accurately described as comprehensive.

This article claims that the workforce will be the ones using the billion-lira worth of capital and
cutting-edge machinery. Employees must receive ongoing training in order for businesses to run
profitably and efficiently. To ensure safe operation, improve quality, and expedite manufacturing,
workforce training is necessary. Training of the workforce is necessary for advancement, development,
and change. Specialization, the division of labor, and the number of occupational groups have all
increased since the dawn of time. Having sufficient knowledge about a given field of work is directly
correlated with success in that field. It is incredibly challenging to inspire an uneducated workforce.
Workers in the experimental group are the only ones who receive training; those in the control group do
not.

Prior to the training, employees in both groups are assessed and compared based on their
abilities, intelligence, capacity for learning, and job performance. Companies that plan training programs
will establish certain guidelines and goals. Companies must carefully consider what subjects to cover,
how to conduct training sessions, what tools and techniques to use, when and where to conduct
training, and who will conduct the training. These are some of the foundational topics covered in the
training courses. The enterprise’s training initiatives will be able to accomplish their objectives if these
are implemented correctly and without error. In this way, the company can avoid wasting needless time
and money.
 Reaction Paper Regarding the article entitled “ Corporate Governance, CEO Compensation
and accounting conservatism”

Compensation is earnings-based bonus schemes is a very important means of reward for firms’
executives. Companies can achieve several goals by using compensation. The role of corporate
governance is very important and it includes the monitoring of managers’ behavior and the protection of
shareholders’ interests to maximize their profit. There is a lot of controversy concerning relatively high
CEO compensation. Specifically, high CEO compensation raises concerns about ethical issues and the
accountability of a firm. Regulators, corporate governance and society examine thoroughly CEO
compensation. CEO’s tend to implement accounting practices such as overvaluation of net income and
net asset to increase their earnings-based compensation.

As control variables, we have included a number of variables in this study that may have an impact
on the relationship between CEO compensation and accounting conservatism. The size of the
organization is used first (SIZE: the natural log of the total assets of the firm). Bigger businesses offer
more information of higher quality. This suggests that there will be a slight increase in accounting
conservatism in response to an increase in CEO bonus compensation. The hypothesis that strong
corporate governance can mitigate the negative relationship between accounting conservatism and CEO
compensation is not supported by the data in this paper. Strong corporate governance has a moderating
effect, but conclusions about this effect cannot be drawn from the results because they show an
insignificant relationship with contradicting directions. The inability to extrapolate the results to contexts
involving smaller (national) companies represents another limitation of the paper.

The article looks at how corporate governance strength can help mitigate the agency problem.
Investigating the relationship between CEO bonus compensation and conservative accounting is the form
of the agency problem. It first looks at the connection between accounting conservatism and CEO bonus
compensation. Considering the managerial self-interest theory and the agency theory, a bad
relationship is anticipated. Decisions made by managers in a company can be influenced by their
personal interests due to information asymmetry. In order to receive a larger bonus, managers thus favor
overvaluing net income or net assets and taking on greater risk in their decisions. The findings, however,
do not suggest a negative relationship between accounting conservatism and CEO bonus compensation.
Moreover, the results do not suggest a significant relationship. On the other hand, a noteworthy positive
correlation is observed between CEO bonus compensation and accounting conservatism when the
accrual-based measure of accounting conservatism is employed. The application of market-based
accounting conservatism metrics reveals a weak but negative correlation between CEO bonus pay and
oil-based conservatism. The results contradict both the agency theory and the managerial self-interest
theory. The lack of substantial evidence for the moderating effect of corporate governance strength on
the agency problem is indicated by the results under both measures. To account for the effects of the
industry, we modify every variable. Further analysis produced negative intercept values and adjustments
to the independent variables’ significance level. We conclude that while further analysis yields the same
conclusions, our results are not entirely robust in a different setting.
 Reaction Paper Regarding the article entitled “ MANAGING HUMAN TALENT.
WORKFORCE DIVERSITY VS. INDIVIDUAL DIFFERENCES CHALLENGES OF THE
WORKFORCE MOTIVATION AND RETENTION”

Global competition and escalating economic pressures make the business environment both dynamic
and difficult, especially given the workforce diversity which has to be managed so as to achieve the
highest levels of task performance and job satisfaction; managers must be prepared to respect
alternative cultures and value diversity. A lot of businesses are simplifying their business models in order
to boost productivity and facilitate swift decisions in response to quickly shifting market conditions.
Furthermore, societies are under increasing pressure to produce workers of the highest caliber due to
the global competition for skilled knowledge workers; as a result, human capital is essential to both
organizational success and national economic prosperity.

In order to attain sustained prosperity and superior output, managers need to foresee the
incentives and apprehensions of each segment of the labor force of the future and make appropriate
arrangements. The first step in any strategic workforce planning initiative is to forecast the talent
required to meet the business goals of the organization. The retention and reengagement of top
performers is imperative, and future hiring practices must integrate updated competency models in line
with evolving market conditions and organizational objectives. When pursuing excellence, the “zero
defects” principle (Bhote, 2003) comes into play; to put it simply, employees must perform better in
order to reduce and eventually eliminate defects. In order to achieve a better outcome, quality
improvement uses processes and sub-processes to lessen the variation of a specific degree of
performance compared to a standard. Finally, Herzberg (1968) suggests that rather than concentrating
on aspects of the work environment, attention should be paid to elements that promote satisfaction;
these elements are a part of the job content and deal with what individuals do in their factors such as a
sense of accomplishment, feelings of recognition, a sense of responsibility, opportunities for
advancement, and sentiments of personal growth are thus directly impacted by job satisfaction.

The global economy is full of fresh rivals and difficulties. As we can see with the current economic
crisis, just when we believe we have mastered one aspect of doing business in this new environment,
another, unanticipated issue becomes an all-consuming priority. At this moment, there is a lot of
uncertainty surrounding the high-performing workforce, skills gap, demographics, and emerging-market
multinationals’ increasing confidence. All of these issues are converging. Furthermore, businesses
operate in a multicultural marketplace that is constantly evolving, and as the demand for highly skilled
knowledge workers grows globally, societies are under more pressure to produce a workforce of the
highest caliber. It doesn’t really matter where knowledge workers live what matters is what they know.
Therefore, management must first recognize that every business has a different set of resources and
then plan accordingly to anticipate the concerns and motivations of each sector of the workforce in the
future in order to achieve both high performance and long-term success.
Reaction Paper Regarding the article entitled “ DEVELOPING THE HUMAN RESOURCES
EFFECTIVENESS THROUGH TRAINING AND DEVELOPMENT”

The processes of investing in people to enable them to perform well are known as training and
development. They are a component of a broader human resource management strategy that, ideally,
will inspire people to work hard. The success of modern organizations has become more and more
dependent on training and development. The rapid pace of change is causing yesterday’s innovations to
become obsolete, and today’s successful strategies cannot be guaranteed to solve tomorrow’s issues.
Organizations must therefore figure out how to embrace the paradox of the twenty-first century, which is
to maintain operations while simultaneously undergoing radical change. Informally, virtually any
endeavor launched by an organization to promote learning among its members is referred to as
“training.” Nonetheless, a lot of experts make a distinction between development which is more focused
on enhancing an individual’s skill set for future responsibilities—and training, which is typically more
narrowly focused and directed toward immediate performance concerns.

The study is based on secondary data that was gathered from books and journal articles and whose
content was evaluated in light of the paper’s objectives. In today’s competitive business environment,
organizations continuously train and develop their workforce to maintain effective performance,
enhance decision-making quality, and elevate the quality and timeliness of service delivery. Employees
today must constantly improve their knowledge, skills, and abilities (KSAs) in order to deal with the new
procedures and systems brought about by the quickly evolving technologies. The skills necessary for jobs
requiring technical, interpersonal, and problem-solving abilities are quickly replacing those that don’t.
Together with employees, managers must acquire the skills necessary to take on increasingly challenging
assignments in light of other trends toward empowerment, teamwork, total quality management (TQM),
and international business. However, before delving further into the ideas of education, training, and
development, we are unable to have a comprehensive and well-founded conversation. Oluwaseun
(2018) also suggests that increased productivity, return on investment, employee satisfaction, employee
performance, market growth, organizational performance, and employee retention are some of the
major advantages for companies that prioritize their employees’ training and development. The outcome
provided compelling evidence of a connection between employee retention and training and
development.

These days, training and development improve employee and organizational efficiency and
effectiveness. However, if training and development programs are frequently misguided, badly designed,
or inadequately evaluated, a significant portion of an organization’s investment may be squandered,
which has a negative impact on organizational performance and effectiveness. It is believed to have
played a significant part in the emergence of technological advancement, which has raised customer
expectations for product quality and service delivery, increased competition, and the need to reduce
costs. Therefore, in the current, volatile, and unpredictable business environment, employee training
and development is becoming an increasingly important and strategic imperative for organizations.
Organizational growth is greatly aided by the availability of training and development programs for
employees, especially when it comes to performance and technological advancements. A crucial part of
developing human resources is training and development.
 ARTICLE REVIEW
AND
REACTION PAPER
REGARDING THE LESSON
FROM
LESSON 1 TO 11

(ALTERNATIVE PROJECT IN HUMAN RESOURCES MANAGEMENT)

Name: JESSA MAE E. HERRERA Professor: Ma’am; Ma. Pilar C. Pilar

Yr. & Course : 2nd Yr./ BSBA- 2202