Academic literature on the topic 'Human relations (HR)'
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Journal articles on the topic "Human relations (HR)"
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Sanders, Karin, and Stephen Frenkel. "HR-line management relations: characteristics and effects." International Journal of Human Resource Management 22, no. 8 (April 2011): 1611–17. http://dx.doi.org/10.1080/09585192.2011.565644.
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Florkowski, Gary Walter. "HR technologies and HR-staff technostress: an unavoidable or combatable effect?" Employee Relations: The International Journal 41, no. 5 (August 2, 2019): 1120–44. http://dx.doi.org/10.1108/er-08-2018-0214.
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Purpose Drawing on the job demands-resources and IS literatures, the purpose of this paper is to identify organizational factors that mitigate technostress in the HR department; and to evaluate how technostress and techno-insecurity affect technology’s impact on job satisfaction. Design/methodology/approach This research draws on a web-based survey of 169 US and Canadian firms targeting HR executives as key informants. An HR-context-specific, technostress model was tested with structural equation modeling. Exploratory factor analysis evaluated the structural properties of all multi-item scales and supported their usage. Moderated regression analysis further assessed whether the age and scope of technology portfolios affected certain relationships. Findings As predicted, department work stress was less likely to increase when there was HR technology (HRT) governance involvement and top management support for this class of technologies. Heightened techno-insecurity had the opposite effect, another anticipated outcome. HR’s IT-knowledge actually increased technostress, a counterintuitive result. In turn, HRTs were less likely to improve job satisfaction when technostress and techno-insecurity were high. Top management HRT support and an HR innovation climate better enabled portfolios to enhance satisfaction. Moderating influences were detected as well. As hypothesized, techno-insecurity had a stronger negative effect on job-satisfaction impact for younger portfolios, while innovation climate had a weaker relationship with techno-insecurity where portfolios were limited in scope. Research limitations/implications External validity would be strengthened by not only increasing sample sizes for the USA and Canada, but also targeting more nations for data collection. In addition, incorporating more user-oriented constructs in the present model (e.g. group potency, collective efficacy) may enhance its explanatory power. Practical implications These findings underscore the need to consider HR-staff attitudes in technology rollouts. To the extent HR technologies generate technostress, they at a minimum are impediments to department satisfaction, which may have important ramifications for usage and service. The results further establish that initiatives can be taken to offset this problem, both in terms of the ways portfolios are internally supported and how they are managed. Originality/value This is the first study to formally assess how collective work-attitudes in the HR department are affected by HR technologies. Prior research has focused on user-reactions to HRT features or their wider influence on stakeholder perceptions. It is also the first investigation to empirically test potential technostress inhibitors in HR settings.
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Beal, Brian. "Indian companies ignoring HR issues." Human Resource Management International Digest 24, no. 4 (June 13, 2016): 29–31. http://dx.doi.org/10.1108/hrmid-03-2016-0032.
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Purpose The purpose of this paper is to investigate the extent of corporate disclosure on human resources (HR) in the annual reports of top-performing Indian companies. Design/methodology/approach The paper explores the extent to which top 82 companies from India present information about HR in their annual reports. This paper examines the annual reports of each of the top Indian firms listed on the Bombay Stock Exchange, using the “content analysis” method. Statistical tests have been performed to analyze the difference between the HR disclosure score across public and private sectors and disclosure variations among various industrial sectors. Findings In-house training programmers has been noticed to be the favorite item of disclosure followed by safety awards/certifications and statements regarding cordial relations with the employees/unions. A majority of the Indian firms have ignored significant HR issues such as employee welfare fund, maternity/paternity leaves, holiday benefits, employee loans, adopting old age homes, etc. Overall, the paper reflects low HR-related disclosures. Originality/value This is the first paper on the disclosure of HR by the Indian corporate sector in the CSR domain with a disclosure analysis for a period of nine years. This paper provides new directions for the literature in this area and may promote comparative studies on HR-based studies from different perspectives.
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Berber, Nemanja, and Bojan Lekovic. "The impact of HR development on innovative performances in central and eastern European countries." Employee Relations 40, no. 5 (August 6, 2018): 762–86. http://dx.doi.org/10.1108/er-08-2017-0188.
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Purpose The purpose of this paper is to research the impact of one of HRM activities, employees’ development, on the level of organizational innovative performances. HR development techniques that organizations use in order to develop employee’s knowledge, skills and abilities and their impact on the perceived level of organizational innovativeness was set in the focus of research, with the intent of determining which development techniques influence organizational innovative performance. Design/methodology/approach The research is based on the data from CRANET project, which has been largely used in exploring the relation between HRM activities and other variables of organizational behavior and performances. Data for this study were collected from a sample of 1,384 organizations from 8 CEE countries (Croatia, Estonia, Hungary, Latvia, Lithuania, Slovakia, Slovenia and Serbia) for the period 2015–2016. The correlation was used to explore the relations between variables. Ordinal logistic regression was used in order to explore the relations between the employees’ development techniques, training importance and training effectiveness and the level of organizational innovativeness. Findings The regression model showed that there are a statistically significant relations between the effectiveness of training expressed by systematic evaluation of training practice, and the methods of employees’ training (use of projects to stimulate learning, on-the-job training, development centers, use of international work assignments and mentoring) with the level of innovation. The importance of training practice expressed by the ratio of the annual training budget in the total payroll costs did not show statistically significant relations with the level of innovation. Also, systematic estimation of the need for training of personnel has not shown statistically significant relations with the innovation rate of the organization. Research limitations/implications The data are derived from single source respondents, and response rates between countries do vary. At the country level, every effort is made to represent the structure of the economy in the country and at the point in which the data are being collected. Practical implications Training and international working assignments have a direct positive relation with the level of organizational performances, while teamwork and coaching and mentoring have not shown the same. Organizations and their HR managers should pay special attention to planning and implementation of HR development programs – coaching, mentoring and teamwork – in order to create space for organizational innovation enhancement. Originality/value Previous literature seeking to clarify the role of HRM and fostering organizational innovation has made its evident contribution based on theoretical papers. In order to improve the current situation in which empirical evidence is very rare, research on the significance of the employee development program and its impact on the organizational innovative performances is based on quantitative indicators of the conducted research. The relation of HRM and innovative performances in the CEE region was studied in only a few studies. In the previous period, this region has often been omitted in the field of HRM research. Therefore, an additional novelty can be derived from a research sample compiled from the CEE region countries in the conducted research.
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Caldwell, Raymond. "HR directors in UK boardrooms." Employee Relations 33, no. 1 (January 4, 2011): 40–63. http://dx.doi.org/10.1108/01425451111091645.
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Kuruvilla, Sarosh. "Linkages between Industrialization Strategies and Industrial Relations/Human Resource Policies: Singapore, Malaysia, the Philippines, and India." ILR Review 49, no. 4 (July 1996): 635–57. http://dx.doi.org/10.1177/001979399604900404.
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The case studies of Singapore, Malaysia, the Philippines, and India presented in this paper support the author's contention that a country's industrialization strategy for economic development profoundly influences its industrial relations (IR) and human resources (HR) policy goals. The author finds that import substitution industrialization was associated with IR/HR policy goals of pluralism and stability, while a low-cost export-oriented industrialization strategy was associated with IR/HR policy goals of cost containment and union suppression. In countries that moved from a low-cost export-oriented strategy to a higher value added export-oriented strategy, the focus of IR/HR policy goals shifted from cost containment to work force flexibility and skills development. The four countries diverged, however, in the specific institutions and arrangements they adopted to meet national IR/HR policy goals, due to different political choices made by dominant actors and different institutional industrial relations histories.
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Kim, Andrea. "Human resource strategies for organizational ambidexterity." Employee Relations: The International Journal 41, no. 4 (June 3, 2019): 678–93. http://dx.doi.org/10.1108/er-09-2017-0228.
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Purpose The purpose of this paper is to propose a comprehensive framework that delineates how human resource (HR) practices are differentially configured for exploitative and explorative innovation as well as how the sets of HR practices support these two types of innovation. Design/methodology/approach Based on the structural ambidexterity approach and a bottom-up process in the multilevel theories, this research derives the need for the differential managerial structures for exploitation and exploration at the unit level. In addition, the Input–Process–Outcome model of team effectiveness and multilevel theories are employed to discuss the internal nature (e.g. resources, work styles) of exploiting and exploring units. Finally, building on strategic HR management literature, this research configures exploitation-targeted and exploration-targeted HR systems and delves into how these differentiated HR systems generate differential inputs of human capital resources and thereby foster exploitative and explorative innovation processes. Findings This research proposes several factors for exploitation and exploration, including: necessary inputs (i.e. commitment, narrowness, and cohesion for exploitation vs thoughtfulness, breadth, and openness for exploration), idiosyncratic innovation processes (i.e. convergent collective cognition vs divergent collective cognition), and differentiated HR systems comprised of different forms of unit staffing (homogeneity vs heterogeneity), performance appraisal, incentives, and training and development (short-term vs long-term orientation). Originality/value The proposed theoretical framework contributes to an improved understanding of the psychological foundation of organizational ambidexterity and systematizing how diverse HR practices work together to elicit exploitative and explorative innovation from employees.
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Goel, Alok Kumar, and Geeta Rana. "Human Capital Creation: Innovative Practices by an Indian Bank." South Asian Journal of Business and Management Cases 3, no. 2 (November 24, 2014): 195–205. http://dx.doi.org/10.1177/2277977914548339.
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Employee retention was a big challenge at YES Bank, an emerging Indian bank. The main objective of the study is to identify innovative steps taken by the management in their human resource (HR) practices to enhance employee retention and to create a conducive environment for human capital creation in the YES Bank. The case explores and provides useful insights as to how YES Bank has successfully transformed its working environment for human capital creation through innovative HR practices. The case concludes with questions to provoke discussion to understand the importance of various HR management initiatives. This case is recommended for study and analytical discussion for practicing managers, researchers and management students in HR management, organizational behaviour and industrial relations.
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Martin, Graeme, and Martin Reddington. "Reconceptualising absorptive capacity to explain the e‐enablement of the HR function (e‐HR) in organizations." Employee Relations 31, no. 5 (August 14, 2009): 515–37. http://dx.doi.org/10.1108/01425450910979266.
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Rana, Geeta, and Ravindra Sharma. "Emerging human resource management practices in Industry 4.0." Strategic HR Review 18, no. 4 (August 12, 2019): 176–81. http://dx.doi.org/10.1108/shr-01-2019-0003.
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Purpose The study aims to offer a fresh perspective on best management practices to encourage innovation and learning in the firm to keep abreast with and adopt industry 4.0 advancements. The human resource (HR) department must take proactive steps to adopt these technologies and update itself in terms of necessary skill. The study highlights the importance of human resource management practices in industry 4.0. Design/methodology/approach The paper discusses the transforming role of HR 4.0 in a disrupting economy with the help of the conceptual framework. This paper illustrates how the new role of HR boosts engagement by designing the best personalized benefits, trusting teams, collaborating and providing personal development, which make a great case for a successful retention strategy. Findings This paper reveals how organizations can ensure their success and survival in this age of technological disruptions through their people. Top management must be ready for a new transformed role of the HR through innovative HR practices. Originality/value This paper provides plenty of information to interest practicing managers, researchers and students in HR management, organizational behavior and industrial relations.
Dissertations / Theses on the topic "Human relations (HR)"
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Mogensen, Gustav, and Simon Warfving. "Nya perspektiv på HR, Human relations & Artificiell intelligens : En kvalitativ studie där AI-enheter inkluderas i HR-perspektivet." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-105355.
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För nästan hundra år sedan, lades grunden för det som senare kom att benämnas som human relations. HR-perspektivet med Mayos “Hawthornsstudie” i spetsen, innebar ett skifte i hanterandet och synsättet av människor i organisationer. Taylorismens organisatoriska kontroll och effektivitet byttes ut mot människors behov och välmående. Numera är HR-diskursen mångfacetterat och dess nuvarande existens ses som relativt självklar i många sammanhang. Men i och med den nya teknologiska eran, som numera innefattar artificiella intelligenta (AI)-enheter, gör att HR-perspektivet inte bör negligera dessa nya aktanters involvering. Med hänsyn till AI-enheternas ökade inkludering i organisationers och individers vardagliga leverne, räcker det nuvarande HR-perspektivet inte till. Förbiseendet av en AI-enhets inflytande på individer och organisationer i kombination med att det nuvarande HR-perspektivet inte beaktar eller kan hantera en ny “aktör” i sammanhanget, ansåg vi vara högst problematiskt. Problematiken synliggörs inte minst i våra två exemplifierande fall Trelleborg och Kungsbacka kommun, där AI-enheter skapat oro och medfört konsekvenser för både organisationen och individen. Uppsatsens huvudsakliga syfte har varit att bidra till en ökad förståelse för hur en AI-aktant bör inkluderas och beaktas i det nuvarande HR-perspektivet. Uppsatsens bidrag till HR-området gjordes genom att presentera ett nytt HR-AI perspektiv, som inkluderar AI-enheter på ett högst medvetet sätt. Det befintliga HR-områdets breda spektrum, gjorde att vi valde att utgå från särskilda HR-grundantaganden, som i sin tur underbyggdes av en redogörelse för HR-områdets vitala delar. Genom inkluderandet av Latours Actor Network Theory (ANT) i kombination med en kvalitativ metod med en hermeneutisk ansats, möjliggjordes därmed en resa in i rhizomatiska resonemang, som i slutändan ledde fram till det nya perspektivet, HR-AI. Vårt nya HR-AI perspektiv belyser därmed AI-enheter som centrala aktanter i sammanhanget, vilket gör att det nya perspektivet betraktar och behandlar AI-enheter som komplexa samt unika aktanter med nio unika behov. AI-enheternas behov bör i sin tur matchas med organisationens och individens behov, för att därigenom uppnå en “win-win-win” situation. Exemplifierande av fallen i kombination med uppsatsens analys, visar därmed att AI:s behov bör tillgodoses och beaktas som vitala för en organisation och individ. HR-AI perspektivet innehåller även flertalet praktiska “goda idéer”, för hur aktörer kan hantera och inkludera den nya medarbetaren.
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Donnelly, Sióbhan Noelle. "The management of industrial relations (IR) and human resources (HR) in Irish-owned multinationals (MNCs)." Thesis, University of Warwick, 1999. http://wrap.warwick.ac.uk/36428/.
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This thesis is concerned with HRM in Irish-owned multinational companies (MNCs). For the purpose of this research, HRM is understood in its broadest sense as encompassing the policies, processes and procedures involved in the management of people within organisations (Sisson, 1989). Adopting a head office-centred approach, this thesis specifically focuses on two dimensions of FIRM: (i) the collective management of non-managerial employees, that is the management of industrial relations (IR), and (ii) the management of non-operational human resources (HR), that is the management of managers. Chapter four will outline in greater detail the rationale for this focus. Finally, given the paucity of empirical research into the behaviour of Irish-owned MNCs and the broad leaning of the Irish HRM literature towards the practices of foreign-owned MNCs based within Ireland, this research is exploratory in nature.
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Schlingemann, Thomas. "The management of human resources on cruise ships : the realities of the roles and relations of the HR function." Thesis, University of Manchester, 2016. https://www.research.manchester.ac.uk/portal/en/theses/the-management-of-human-resources-on-cruise-ships-the-realities-of-the-roles-and-relations-of-the-hr-function(0c1fdbb9-de5d-4234-9398-7298b7806404).html.
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This thesis aims to contribute to a deeper understanding of human resource management (HRM) within cruise ship organizations. The cruise ship industry is one of the fastest developing sectors within the tourism industry. Therefore, it should come as little surprise that the demand for seafaring human resources has also grown. Assuming that effective management of crew members is key to the effective operation of cruise ships, the specifics and challenges for HRM in this particular organisational context are identified and analysed as well as the realities of the roles and relations of the shipboard HR function examined. The present study is original in its theoretical approach, as it brings two approaches together which obviously are not linked. Ulrich’s model talks about roles and the study used aspects of this framework in terms of the position of HRM. Goffman’s concept of total institutions was also consulted in order to frame internal business-specific conditions and social relations. The combination of both approaches allows for the examination of HR roles and professional relations in a much more detailed and contextualised manner. The cruise industry is acknowledged as being under-researched, and this is all the more true for research on HRM in this specific sector. Therefore, the nature of the research in this study is empirical and framed within an explorative approach. The analysis is based on a single case study within one cruise ship owner company, in which 23 semi-structured interviews were performed; there is also the use of ethnographic field notes recorded during a three-month assignment on one of the company’s cruise ships. The thesis contributes to the existing literature in three ways. Firstly, the research analyses shoreside HR and how it is coping with various business-specific challenges, i.e. high growth rates, a high demand for new cruise ship employees, high turnover rates of crew members and a distinctive context of ethnic and national diversity. The analysis reveals that the HRM approach of the cruise shipowner company could be characterised as generally reactive and short-term in focus, a pure strategic orientation is absent. Secondly, the thesis examines the content of shipboard HR work. The study reveals that the main focus of the shipboard HR function is on tactical HR work, especially training and development, employee relations, and advisory role in relation to shipboard leaders. The shipboard HR role includes HR activities that are not usually provided by HR business partners, such as the facilitation of training. This and the intense liaison between the shipboard HR function and its shoreside HR partners make shipboard HR work somewhat unique. Whereas a huge amount of transactional HR work does not necessarily add value to the business, strategic HR work is practically non-existent on cruise ships. Finally, the thesis examines the realities of HR roles and relations on board cruise ships. The analysis demonstrated that HRM on board cruise ships can currently be summarised as reactive and short-term in focus, and the strategic partner role is practically non-existent. It is more a series of functions with different stakeholders contributing to it in a variety of ways and with overlap in terms of task executions. This shared nature of HR adds complexity to the HRM approach. Furthermore, strong influential links from shoreside HR were identified, which undermines the ability of the shipboard HR function to become a stronger partner of the business. Nevertheless, the analysis revealed the potential in this specific sector for enhancements and for the further development of HRM on cruise ships.
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Ljutic, Nermina, and Jeanette Lundell. "Samspel och utvecklingsmöjligheter på jobbet : En kvalitativ studie om HR-medarbetares och chefers upplevelse av att arbeta tillsammans." Thesis, Högskolan i Jönköping, Högskolan för lärande och kommunikation, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-26755.
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Stamos, Harris, and Nikita Pugin. "Ledarskapets inflytande på organisationsförändring : en fallstudie inom lokalvårdsbranschen." Thesis, Högskolan Väst, Avd för företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hv:diva-9644.
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Moderna organisationer har ett högt tryckt på sig att kunna anpassa sig till marknadens rå-dande förväntningar. De kan pressas av olika intressenter som kunder och konkurrens men även av organisationens egna anställda. Upp till 70% av alla förändringsarbeten misslyckas vilket tyder på att anställda inte är en del av stödet för den framgångsrika förändringen. För att kunna avklara omfattande organisatoriska förändringar behövs det en förändringsagent, vilket oftast utgörs av en stark ledare inom företaget. Denna studies syfte är att bidra med en större kunskap om hur ledarskap kan påverka organisationsförändringar utifrån erfarenheter från ett företag inom lokalvårdsbranschen. Vi hoppas att denna fallstudie bidrar till en ökad förståelse för ledarskapets viktiga roll inom organisationsförändringar. Studien har utförts med hjälp av en kvalitativt inriktad metodinsamling samt fyra stycken semikonstruerade intervjuer från företaget Ren Extra AB, där ledare inom företaget har fått förklara hur de sett tre stycken olika förändringar utvecklas. Slutsatsen för denna studie utformade sig i att ledarskap har en väldigt stor påverkan på organisationsförändringar genom ett flertal åtgärder som har lett ett framgångsrikt resultat för företaget Ren Extra. VDn Gregory lägger stort fokus på anställda samt deras motivation och engagemang. Vår analys tyder på att Gregory har ett HR-perspektiv vilket är effektivt för ett vinstdrivande och växande företag som Ren Extra är. Detta betyder att ledaren bör fokusera på personalen för att uppnå ett framgångsrikt resultat. Beslutsamhet är en del av ledarskapet och är ännu en faktor som har påverkat organisationsförändringarna för företaget Ren Extra, genom att ha tydliga riktlinjer och centraliserat beslutsfattande. Dock visar analysen att delegering av ansvaret och därmed beslutsfattande kan vara ett effektivare ledarskap för att positivt påverka förändringsarbeten. Ledaregenskaper som har visat sig vara produktiva under organisationsförändringar i denna studie är drivkraft, problemlösningsförmåga och personlighet.Modern organizations have a high pressure to be able to adapt to the markets' expectations. They can be pressured by various stakeholders such as customers and competition, but also by the organization's own employees. 70% of all change projects fail suggesting that employees are not part of the support for the successful change. To achieve organizational changes there is need of a change agent, which usually consists of a strong leader within the organization. This study aims to contribute to a greater understanding of how leadership can affect organizational change with the help of the experience of a company in the cleaning industry. We hope that this case study will contribute to a greater understanding of the important role leadership has within organizational changes. The study has been carried out with the help of a qualitative method and four semi-constructed interviews from the company Ren Extra AB, where leaders of the company have been explaining how they saw and understood three dif-ferent organizational changes. The conclusion of this study showed that that leadership has a very large impact on organiza-tional change through a number of measures, which have led a successful outcome for the company Ren Extra. CEO Gregory puts a great emphasis on employees and their motivation and commitment. Our analysis suggests that Gregory has an HR perspective, which is effective for a profitable and growing company that Ren Extra is. This means that the change leader should focus on staff to achieve a successful outcome. Determination is part of the leadership and is another factor that has affected the organizational changes Ren Extra has experienced, through clear guidelines and centralized decision making. However, the analysis of this thesis shows that delegation of responsibility and hence decision making can be an effective leadership to positively affect organizational changes. Leadership characteristics that have proven to be productive during Ren Extras organizational change in this study is the motivation, problem solving ability and personality.
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Hedman, Mattias, and Charlotte Skinnar. "Human resources outsourcing : att släppa kontrollen." Thesis, Mälardalens högskola, Akademin för hållbar samhälls- och teknikutveckling, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-11484.
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Titel: Human resources outsourcing Högskola: Mälardalens högskola Västerås Institution: Akademin för hållbar samhälls- och teknikutveckling. Ämne: Kandidatuppsats i företagsekonomi - FÖA300 Författare: Mattias Hedman och Charlotte Skinnar Handledare: Ulla Pettersson Sidoantal: 43 Bilagor: 1 Nyckelord: Outsourcing, HR, relationer Syfte: Uppsatsens syfte är att utifrån teorin analysera Fortums och Foras val inom HRO och hur de hanterar den. Därefter presentera förslag på vad de skulle kunna lägga fokus på i framtiden utifrån teorin. Metod: Kvalitativ metod och deduktiv ansats. En fallstudie har genomförts genom semistrukturerade intervjuer på två olika företag. Teoretiska perspektiv: Teorin baseras på vetenskapliga artiklar och böcker om outsourcing och då främst outsourcing av personalavdelningens funktioner. Empiri: Fallstudien består av intervjuer med processägaren Lena Jonsson på energibolaget Fortums kontor i Stockholm, samt Pia Holm-Johansson, löneansvarig på försäkringsföretaget Fora i Stockholm. Dessutom har Fortums och Foras årsredovisningar från 2009 samt deras webbplatser använts. Resultat: Företagen överrensstämmer med teorin till stor del när det gäller relationen med leverantören och sin interna hantering av HRO. De har upplevt problem, dock ej längre, och företagens val med HRO överrensstämmer med teorin. Den största orsaken till att det finns skillnader mellan företagens HRO är storleken på företagen och tidslängden på relationen med leverantören. Fora bör skapa en alternativ plan och Fortum bör arbeta på sin relation med leverantören. Båda bör ha tydliga mål med outsourcingen samt allmänna principer för samarbetet, tillsammans med sin leverantör. Fortum och Fora bör även göra mer benchmarking och öka den tekniska integrationen.
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Paphavatana, Pisalvit, and Md Fazla Mohiuddin. "Changing Role of HR : A Comparative study of different organization structures in relation to HR & the motivation behind them." Thesis, Linköpings universitet, Företagsekonomi, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-71362.
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Since its big breakthrough in 1980 starting in America (Bredin, 2008), we see yet another shift from traditional to Strategic Human Resources which were basically about two normative model “best fit” vs. “best practice” and their implication in business organizations (Boxall & Purcell, 2000). Scholars like Ulrich (1997), suggested ways about how Human Resource (HR) could contribute in the search for competitive advantage by advocating new organizational structures and roles such as HRSSC (Human Resource Shared Service Center) or the new role of HRBP (Human Resource Business Partner). These new roles and structures can be seen as an extension of “best fit” vs. “best practice” thinking and provide with a tool to cope with challenges faced by today’s organizations. The first and foremost objective of this paper is to come up with a reasonable understanding about these different changes in roles and structures of HR. To do this, it puts the whole change process under “organizational evolution theory” lens and analyzes the whole phenomena to figure out “where do these changes come from” and “what is the implication of these changes for practitioner managers”. To be more precise, this paper applies ecological perspective at organizational and population level suggested by Lovas & Ghoshal (2000) and provides a starting point for future research to apply what Lovas & Ghoshal (2000) called “Guided Evolution” perspective. The next objective of this paper is to check if it is possible to come up with a Key Success Factors (KSF) which would work across different business environments and come up with implications for today’s organizations accordingly. In addition to an extensive literature review, the thesis conducted four semi-structured interviews with three large companies in Sweden applying “qualitative research interview” technique and then analyzed the data with adding more data from other secondary sources. The findings of this work suggest that, the whole change process corresponds to a “variation” cycle of the evolutionary process which should eventually move to a “selection” cycle. The choice and success of these new structures and roles are dependent on factors such as corporate strategies, adequate knowledge of HR or presence/absence of competition and finally suggest that success factors vary from environment to environment and thus it is not possible to come up with a set of Key Success Factors (KSF) which would work across cultures and business environments.
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Berggren, Emilia, and Emma Nilsson. "”…vad är det som ger den goda relationen? Är det kommunikationen? Var börjar det? Vad är hönan och ägget?” : En kvalitativ studie om den interna kommunikationen mellan HR-funktionen och linjecheferna i en multinationell koncern." Thesis, Högskolan Dalarna, Personal och arbetsliv, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:du-30328.
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Studien har tagit avstamp i samtal med en kontaktperson hos en multinationell koncern. Kontaktpersonen beskrev att det fanns en önskan om att undersöka vilka kommunikationsvägar som är lämpliga att använda för att kommunicera med cheferna gällande HR-arbetet. Studien har syftat till att i en multinationell koncern undersöka, beskriva och analysera relationen och kommunikationen mellan HR-funktionen och linjecheferna samt vilka möjligheter och hinder som finns inom dessa områden. De teoretiska utgångspunkterna bestod av teorier kring relationer, kommunikation och organisation. Studien har utgått ifrån en kvalitativ ansats och det empiriska materialet är insamlat genom sju semistrukturerade intervjuer samt ett skriftligt svar utifrån intervjuguiden. Materialet har analyserats genom en tematisk analys. Resultatet visar att relationen och kommunikationen mellan HR Business Partners (HRBP) och cheferna i den studerade organisationen uppfattas som relativt god. Intervjuerna visar även att cheferna överlag är nöjda med stödet de får från sin HRBP samt att de helst vill få stöd och information via mail om det inte är frågor som behöver diskuteras. Studien visar vidare att det fysiska avståndet kan påverka relationen och kommunikationen negativt eftersom det minskar antalet informella och spontana möten som kan främja relationen. Idag existerar ingen strategi för den interna kommunikationen i koncernen, något vi anser bör finnas.The study has taken its starting point in discussions with a contact person in a multinational corporate group. The contact person described a desire to examine which communication channels that would be the most appropriate to use in the communication with line managers regarding HR-practices. The purpose of the study was to, in an multinational corporate group, examine, describe and analyse the relationship and communication between the HR-function and line managers as well as identify which opportunities and obstacles that exist for these areas. The theoretical starting points consisted of theories regarding relationships, communication and organisation. The study is based on a qualitative approach and the empirical material is collected through seven semi-structured interviews as well as one written response based on the interview guide. The material has been analysed by thematic analysis. The results show that the relationship and communication between HR Business Partners (HRBP) and managers in the examined organisation are perceived as quite good. The interviews also show that the managers are happy with the support they get from their HRBP overall and that they rather get support and information through email unless it is issues that need to be discussed. Furthermore the study shows that the physical distance can affect the relationship and communication in a negative way because it reduces the number of informal and spontaneous meetings that can encourage the relationship. There is no strategy for the internal communication in the corporate group today, something that we think should exist.
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UGLIETTI, GUIDO. "La gestione del capitale intellettuale per ottenere un vantaggio competitivo sostenibile." Doctoral thesis, Università Cattolica del Sacro Cuore, 2013. http://hdl.handle.net/10280/1806.
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Questo lavoro di ricerca poggia sulla solida convinzione che sia necessario un salto di qualità sia negli investimenti in capitale intellettuale che nelle pratiche di gestione manageriale, al fine di attivare un processo di crescita di lungo corso che duri nel tempo.
Dal momento che l'economia della conoscenza riveste una sempre maggiore importanza, questo studio ha verificato gli effetti che le pratiche HR e le capacità di rinnovamento possono esercitare sul capitale intellettuale al fine di creare un vantaggio competitivo sostenibile. Il modello adottato ha considerato il capitale intellettuale come la somma di tre componenti: capitale umano, capitale relazionale e capitale strutturale.
In un ambiente dinamico, come l'attuale, il capitale intellettuale può essere il fattore chiave per ottenere un vantaggio competitivo sostenibile, dal momento che è raro, di valore e difficile da imitare o sostituire. Per questa ragione, il presente studio ha esaminato gli elementi decisivi per la gestione del capitale intellettuale in un ambiente competitivo turbolento valutando l'impatto delle componenti del capitale intellettuale sulla soddisfazione dei dipendenti e la qualità del servizio.
I dati analizzati nell'ambito di questa ricerca sono stati raccolti attraverso questionari a cui hanno risposto varie realtà operanti nel settore finanziario in Italia e alcuni dei loro partner, operanti nel settore ICT, specializzati in attività ad alta intensità di capitale umano come lo sviluppo di applicazioni informatiche.
Sono state individuati alcuni importanti risultati. In primo luogo, le capacità di rinnovamento mediano la relazione tra le pratiche HR e le componenti del capitale intellettuale. In secondo luogo, il capitale umano ha un impatto positivo diretto sulla qualità del servizio. In terzo luogo, il capitale strutturale influenza positivamente la soddisfazione dei collaboratori.
Quindi, la soddisfazione dei collaboratori e la qualità del servizio sono alimentati e sostenuti da differenti fattori chiave: il capitale strutturale e il capitale umano rispettivamente. Da una prospettiva pratica e manageriale questi risultati sono molto interessanti al fine di deliberare l'allocazione delle risorse aziendali per ottenere delle configurazioni di capitale intellettuale efficaci.
Le ricerche future potrebbero indagare i contribuiti dei differenti portatori d'interesse sugli antecedenti e conseguenti del capitale intellettuale valutando la capacità di produrre valore e, come conseguenza, la soddisfazione dei portatori d'interesse adottando un approccio di tipo managing-for-stakeholders. I fornitori e i clienti rivestono un ruolo centrale nelle dinamiche aziendali e per questo meritano particolare attenzione negli studi che saranno svolti nel prossimo futuro.This work is rooted in the conviction that our economies need both better investments in intellectual capital and better management practices in order to achieve higher long-term growth. Starting acknowledging the increasing importance of the knowledge economy phenomenon, this study assessed the effects that HR practices and renewal capability can exert on firm’s intellectual capital in order to create a sustainable competitive advantage. The adopted model has considered intellectual capital as the sum of three components: human capital, relational capital and structural capital. In a dynamic environment, such as today’s competitive arena, intellectual capital can be the key factor to obtain a sustainable competitive advantage, because it is rare, valuable and difficult to imitate or substitute. For this reason, the present study has examined the key drivers to manage intellectual capital in a turbulent environment evaluating the impact of firm’s intellectual capital components on employees’ satisfaction and service quality. This research has gathered data through surveys of various Italian business units operating in the financial sector and some of their ICT partners specialised in human capital-intensive activities such as software development. A set of findings has been generated. First, renewal capability mediates the relationships between HR practices and all intellectual capital components. Second, human capital has a direct positive relationship with service quality. Third, structural capital has a direct positive relationship with employees’ satisfaction. Hence, employees’ satisfaction and service quality are nurtured and fostered by different crucial drivers: structural capital and human capital respectively. From a managerial and practical perspective these findings are very interesting in order to deliberating the allocation of firms’ resources to obtain effective intellectual capital configurations. Future researches may investigate the contributions of different stakeholders to the antecedents of intellectual capital as well as the contributions to its consequences in order to produce value and, in turn, stakeholders’ satisfaction adopting a managing-for-stakeholders approach. Suppliers and customers play a central role and for this reason they deserve particular attention in future studies.
Books on the topic "Human relations (HR)"
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HR-PR Personalarbeit und Public Relations: Erfolgreiche Strategien und Praxisbeispiele. Erlangen: Publicis, 2008.
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M, Ramstad Peter, ed. Beyond HR: The new science of human capital. Boston, Mass: Harvard Business School Pub., 2007.
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Smith, George C. B. The new HR/IR function: Changing to meet the competitive challenge. Kingston, Ont., Canada: Industrial Relations Centre, Queen's University, 1993.
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Ippolito, Francesca. Mainstreaming Human Rights in EuroMed Bilateral Relations. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780190848194.003.0004.
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This article, focusing on the bilateral dimension of the EuroMed relations related to migration conceptualises the existence of a human rights (HR) mainstreaming duty in EU external policies and attempts to examine the related problems of the application and performance of such a duty based on the analysis of the human rights clauses included in the Association Agreements (AAs) within the European Neighbourhood Policy (ENP) framework, in combination with the mechanism of the “non-affection clause” for formal and informal Readmission Agreements concluded at both the EU (EURAs) and national levels. Just as Pot Luck, Emile Zola’s most acerbic satire, examines the contradictions that pervade bourgeois life to reveal a multitude of betrayals and depict a veritable ‘melting pot’ of moral and sexual degeneracy, so this article will pinpoint a similar ‘Victorian’ hypocrisy underlying the HR mainstreaming conception in EuroMed relations and its implementation through the tool of conditionality. Finally, the work will explore the positive goals of exporting the new conception of an HR mainstreaming duty elaborated for trade agreements into the new generation of AAs and EURAs.
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Ramstad, Peter M., and John W. Boudreau. Beyond HR: The New Science of Human Capital. Harvard Business School Press, 2007.
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HR in the Boardroom: The HR Professional’s Guide to Earning a Place in the C-Suite. Palgrave Macmillan, 2015.
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Bach, Stephen, and Ian Kessler. HRM and the New Public Management. Edited by Peter Boxall, John Purcell, and Patrick M. Wright. Oxford University Press, 2009. http://dx.doi.org/10.1093/oxfordhb/9780199547029.003.0023.
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As human resource management (HRM) has developed as a field of study, the attention paid to public sector employment relations has been relatively limited. The preoccupation with the link between HR practice and corporate performance has been less applicable to public service organizations that are answerable to a range of stakeholders and in which HR policy has been geared to ensuring political accountability. There has been a recognition that the public sector confronts fiscal and political pressures that are altering HR practice. However, this observation has rarely been backed up by a sustained focus on people management in the public sector. This limited attention arises from characteristics of the sector. Defining the public sector is not straightforward because there are differences between countries in terms of the size, scope, and role of the sector.
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Ketchen, David J., T. Russell Crook, Samuel Y. Todd, James G. Combs, and David J. Woehr. Managing Human Capital. Edited by Michael A. Hitt, Susan E. Jackson, Salvador Carmona, Leonard Bierman, Christina E. Shalley, and Douglas Michael Wright. Oxford University Press, 2015. http://dx.doi.org/10.1093/oxfordhb/9780190650230.013.19.
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This article explores human resource (HR) management and its interrelationship with strategic human capital and performance. Drawing on data from 158 studies of human capital, the authors consider how synchronized systems of HR management practices affect human capital and how individual practices impact performance. The authors also look at the impact of synchronized systems of practices on performance in relation to human capital and existing resources. The authors describe resource-based theory that explains performance differences and how firms manage their strategic resources to enhance performance. Finally, the work compares the direct and indirect effects of HR practices and systems on performance.
Book chapters on the topic "Human relations (HR)"
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Englert, Marco. "HR goes digital & sustainable – Exzellente HR-Kommunikation und der Weg zu Human Relations." In Digitale Unternehmensführung, 307–17. Wiesbaden: Springer Fachmedien Wiesbaden, 2018. http://dx.doi.org/10.1007/978-3-658-23053-1_19.
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Ruta, Dino. "HR Portals as Tools for Relational Resources Management." In Encyclopedia of Human Resources Information Systems, 428–33. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-59904-883-3.ch063.
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The aim of this chapter is to present the coevolution of technology and human resource management, considering the role of enabler that information technology (IT) can play in the reconfiguration of the human resource (HR) function. This approach combines theories on activities, competences, and knowledge and follows the concept of intellectual capital (IC), composed by at least three forms of capital, that is, human, social, and organizational (Sullivan, 2000; Youndt, Subramaniam, & Snell, 2004). This chapter focuses on the value that relations have in the organization. For this reason we shift from the concept of human resource management to the concept of relational resource management that is focused on the management of relations among activities, people, competences, and knowledge as a way to increase and maintain the value of intellectual capital. We present the concepts of HR portal and intellectual capital as a way to leverage knowledge contributing to the development of the relational resource management.
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Ryan, Lorraine, Caroline Murphy, and Daniel Troy. "Social mobilization theory in HR and employment relations." In Elgar Introduction to Theories of Human Resources and Employment Relations, 352–64. Edward Elgar Publishing, 2019. http://dx.doi.org/10.4337/9781786439017.00032.
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M. Schultz, Cecile. "The Future of HR." In Beyond Human Resources - Research Paths Towards a New Understanding of Workforce Management Within Organizations [Working Title]. IntechOpen, 2021. http://dx.doi.org/10.5772/intechopen.96672.
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The HR function is currently dealing with a range of questions: How can HR prepare for the future? Which HR competencies will be needed? Which aspects should be focused upon? The way forward may start with capacitating HR managers to obtain the necessary competencies and be enlightened about which aspects should get specific attention in order to prepare for the future world of work. In order to progress towards a new understanding of workforce management within organisations, it is essential to shed light on HR competencies, future workspace, engagement, employment relations and resilience. Although engagement and employment relations are dated, it will still be relevant in the future, especially due to the man–machine connection, remote working and other future world of work challenges. The rebalancing of priorities and rethinking HR, so that resilience become just as important to strategic thinking as cost and efficiency, are important. It is essential that HR must go beyond the here and now in order to properly prepare for the future world of work.
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"HR Today and Tomorrow: Organizational Strategy in Global Companies." In Industrial Relations to Human Resources and Beyond: The Evolving Process of Employee Relations Management, 415–29. Routledge, 2016. http://dx.doi.org/10.4324/9781315498331-22.
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Afedzie, Richard, Richard Brace, Fidelis Quansah, and James Attah-Panin. "Green Human Resource Management." In Human Resource Management Practices for Promoting Sustainability, 20–37. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-4522-5.ch002.
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This chapter explores the vital role of human resource departments in organisations and their contributions towards environmental sustainability in the nations of sub-Saharan Africa. It posits that the role of HR in recruitment, training and development, learning, rewards, employee relations, and appraisal of employee performance should be conducted with environmental sustainability in mind. It affirms that instilling a culture of environmental awareness into every activity of organisations has a great return on productivity, attracting the best talents, and minimizing the harm of environmental degradation. It contends that organisational policies and behaviour on environmental responsiveness should be of greatest priority to the 21st-century businesses in sub-Saharan Africa.
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Walker, Kenneth F. "Human resources relations: A new paradigm for better theorizing and research on the HR/IR field." In Advances in Industrial and Labor Relations, 137–59. Emerald Group Publishing Limited, 2009. http://dx.doi.org/10.1108/s0742-6186(2009)0000016009.
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Foster, Steve. "Making Sense of e-HRM." In Handbook of Research on E-Transformation and Human Resources Management Technologies, 1–19. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-60566-304-3.ch001.
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Several organisations have adopted e-HRM technology as a platform for achieving transformational change, improving HR operational processes, allowing distributed access to employees / managers and providing better decision support. However, as a consultant working in this field, the author regularly encounters organisations that fail to take advantage of the transformational potential of e-HRM, particularly those in the United Kingdom public sector. This chapter argues that the concepts of sense-making and technological frames may explain the inertia experienced in some organisations. It contends that the analysis of technological frame domains provides a valuable lens for understanding and interpreting e-HRM, where high levels of frame incongruence may act as a barrier to transformational change. Research suggests that power relations between key groups of stakeholders, in particular HR Managers and line managers, may influence these frames and shape attitudes to technology. This approach may also provide the basis for strategies to manage e-HRM related change more effectively. Using a grounded theory approach, the research, currently work in progress in support of a professional doctorate (DBA),investigates how United Kingdom public sector organisations make sense of, plan for and implement HR technology.
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Howes, Pauline A. "Hiring Programs for Military Veterans and Athletes Use HR and PR to Demonstrate Human Dimension of Corporate Social Responsibility." In Corporate Social Responsibility, Sustainability, and Ethical Public Relations, 221–41. Emerald Publishing Limited, 2017. http://dx.doi.org/10.1108/978-1-78714-585-620181009.
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Urquiza, Alfonso. "A Survey of Competency Management Software Information Systems in the Framework of Human Resources management." In Competencies in Organizational E-Learning, 41–82. IGI Global, 2007. http://dx.doi.org/10.4018/978-1-59904-343-2.ch003.
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One of the greatest surprises of the Internet economy is that far from replacing people, the use of advanced technology is confirming that Talent is the most valuable asset in today’s organizations. In this context, Competency Management(CM) Software automation practices become the most valuable business approach to define, measure and manage talent needs, the Human Capital of the organization. This Survey’s position is that CM process automation in competitive, knowledge intensive e-business oriented organizations, requires that IT addresses Software strategy in a comprehensive Human Resources Management(HRM) Framework. Core Competency management related applications are deployed in current corporate e-business transformation processes in association with the use of innovative Employee – facing relations management technology and reengineering most HR transactional Domain type of applications in place. The Chapter shows the CM Software evolution from a previous fragmented Market situation to a much more integrated scenario in which best of breed single-function oriented products preferences are now swiftly moving to the Enterprise Resource Planning (ERP) type of architecture.
Conference papers on the topic "Human relations (HR)"
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Ivanova, Oksana Evgenevna, and Vladimir Nikolaevich Vesnin. "HR management and human resource management: differences in approaches to managing labor relations in an organization." In International Research-to-practice conference. Publishing house Sreda, 2020. http://dx.doi.org/10.31483/r-85966.
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Hornung, Severin, and Thomas Höge. "THE DARKSIDE OF IDIOSYNCRATIC DEALS: HUMANISTIC VERSUS NEOLIBERAL TRENDS AND APPLICATIONS." In International Psychological Applications Conference and Trends. inScience Press, 2021. http://dx.doi.org/10.36315/2021inpact097.
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"Theory-building on workplace flexibility is extended, based on a critical Human Resource (HR) systems framework and paradox (conflict) perspective on employee-oriented vs. capacity-oriented flexibility. Differentiated are variabilities in HR practices by: a) content (functional, temporal, spatial, numerical, financial); b) control (employer, employee); and c) creation (top-down, bottom-up). Hybrid types of bottom-up initiated and top-down authorized flexibility, idiosyncratic deals (i-deals), describe mutually beneficial, negotiated agreements on non-standard working conditions between employees and employer. If their real-world manifestations reflect idealized assumptions, however, remains obscure. Integrating institutional logics, HR systems embody values of humanistic ideals vs. neoliberal ideology: (1) individuation vs. individualism; (2) solidarity vs. competition; (3) emancipation vs. instrumentality. Reflecting these antipodes, construed ideal-type and anti-type i-deals facilitate: (a) self-actualization vs. self-reliance (needs vs. interests); (b) common good vs. tournament situations (triple-win vs. winner-take-all); (c) social transformation vs. economic rationalization (development vs. performance). In humanistic management theory, i-deals increase employee-oriented flexibility, but, in reality, risk being co-opted for economic rationalization and divisive labor-political power strategies. Antagonistic applications involve: humanization vs. rationalization goals; egalitarian vs. elitist distribution; relational vs. transactional resources; need-based vs. contribution-based authorization; procedural vs. distributive justice; supplementing vs. substituting collective HR practices. Instrumental adoption in high-performance work environments likely facilitates harmful internalizations as subjectification and self-exploitation."
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GAJEWSKA, Paulina, Katarzyna PISKRZYŃSKA, and Rolandas RAKSTYS. "THE EFFECTIVENESS OF HUMAN RESOURCE MANAGEMENT ON THE EXAMPLE OF THE FOOD INDUSTRY." In RURAL DEVELOPMENT. Aleksandras Stulginskis University, 2018. http://dx.doi.org/10.15544/rd.2017.240.
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Everything formed in the company including products, services and all ideas are created by human. Therefore, human capital is one of the most important resources of an organization and source of achieving company’s success. The relation between employee fulfilment, satisfaction of their work and their effectiveness, commitment, performance and identification with the organization seems to be obvious. The goal of the paper is to present the review of the literature in the field of human capital management and the cognitive purpose is the analysis of the implementation of selected elements of human resource management and most of all methods and tools that improve the performance of employees. The research method was a survey carried out among the selected employees in Natures Way Food – organization based in Southern England, West Sussex. The study involved 100 randomly selected employees of Natures Way Foods. As a method of data collection was used the auditorium questionnaire consisting of 30 questions carried out in the workplace of surveyed people. The survey was anonymous and its results served for conclusions and proposals for changes in the implementation of HR processes, affecting the efficiency of employees.
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Bryukhova, Olga. "The Formation of an Attractive HR-Brand of a Transport Company's Target Audience of 'Young People'." In The Public/Private in Modern Civilization, the 22nd Russian Scientific-Practical Conference (with international participation) (Yekaterinburg, April 16-17, 2020). Liberal Arts University – University for Humanities, Yekaterinburg, 2020. http://dx.doi.org/10.35853/ufh-public/private-2020-60.
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The article is dedicated to studying the HR-brand of a vehicle company, and seeks ways to improve it further. Theoretical and methodological aspects of shaping the image of an organisation as an employer are now widely reflected in the works of domestic and foreign researchers in the field of human resource management. However, the applied aspects of branding in relation to specific employers from different sectors of the economy remain relevant for the study. The practical interest of the company in question is due to the high turnover rate (15%) and the shortage of young workers. For the purpose of studying the formed corporate HR-brand, the author uses an analysis of local regulations on staff management, employee questionnaires, the assessment of the employer’s value proposition, a reputational audit of the company regarding the Internet environment, etc. The analysis of the internal and external image of the employer concludes that the attractiveness of the HR brand of the enterprise among the target audience ‘young people’ needs to be improved. The successful achievement of this goal is possible through the introduction of career management practices, organising participation in professional competitions; for young promising employees already in the company, developing and implementing a preliminary programme and promoting the company on social media: for potential candidates. Forming an attractive HR brand for young people based on the implementation of a value proposition that takes into account the specifics of this target audience, using new channels and formats to promote the employer brand externally, including in the online environment, will optimise staff turnover, attract and retain talented young people and strengthen the company’s position in the market.