Relevant bibliographies by topics / Human resource organisations

Academic literature on the topic 'Human resource organisations'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "Human resource organisations"

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Lin, Song, and David Lamond. "Human resource management practices in Chinese organisations." Chinese Management Studies 8, no. 1 (April 1, 2014): 2–5. http://dx.doi.org/10.1108/cms-04-2014-0090.

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Purpose – The aim of this special issue of Chinese Management Studies (CMS) focuses attention on a central activity of Chinese organisations – managing people. The aim is to support efforts to move beyond human resource management (HRM) research in China as a subset of international or comparative HRM research and promote indigenous approaches to research in China. Design/methodology/approach – Review and reflection. Findings – The research presented in the eight articles that constitute this special issue not only use sample data from China but also explore the mechanisms of different variables in the special Chinese condition, situation and context, resulting in meaningful results on a practical level. As such, they provide valuable contributions to theory construction in HRM and organisational behaviour, not just for China but for organisations around the world. Research limitations/implications – Developing an indigenous understanding of Chinese HRM has a long way to go. The findings here provide a contribution to the growing foundation on which to base further efforts. They will not only help build knowledge about complex organisation dynamics in Chinese businesses but also enrich the overall management knowledge base, not just Chinese organisations. Originality/value – Provides valuable contributions to theory construction in HRM and organisational behaviour, not just for China but for organisations around the world.
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Garavan, Thomas N., Harris Neeliah, Raj Auckloo, and Raj Ragaven. "Human resource development in Mauritius: context, challenges and opportunities." European Journal of Training and Development 40, no. 4 (May 3, 2016): 210–14. http://dx.doi.org/10.1108/ejtd-04-2016-0018.

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Purpose The purpose of this paper is to explore human resource development (HRD) in Mauritius and the challenges and opportunities faced by organisations in different sectors in adopting HRD practices. Findings This special issue presents four papers that explore dimensions of HRD in public sector, small- and medium-sized enterprises (SMEs) and tourism organisations. It also reports on human capital development in the Mauritian economy generally. Research limitations/implications There is a paucity of knowledge and understanding on HRD in Mauritian organisations. There is significant scope to further explore the effectiveness of national policies and interventions in enhancing HRD and human capital capability. Practical implications The four papers highlight the important role of organisational champions and of the selection and implantation of HRD practices that are good contextual fit and which can contribute to organisation performance.
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Bahl, Jyoti. "Human Resource Management: A Rationale behind Organisations’ Value Chain." SIJ Transactions on Industrial, Financial & Business Management 06, no. 01 (February 28, 2018): 10–12. http://dx.doi.org/10.9756/sijifbm/v6i1/0102530102.

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Soman, Dilip. "Human Resource Management: For Humans." NHRD Network Journal 14, no. 2 (February 14, 2021): 173–85. http://dx.doi.org/10.1177/2631454120982115.

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Marketing departments, governments and policymakers all around the world have increasingly started embracing the field of behavioural sciences in improving the design of products and services, enhancing communications, improving managerial decision-making, encouraging desired behaviour by stakeholders and, more generally, creating a human-centric marketplace. Within organisations, the human resources management (HRM) function is perhaps the one place that acknowledges that humans are central to the organisation’s success, so it is critical that HRM too actively embraces the insights and methods of behavioural sciences. In this article, I provide an overview of the behavioural sciences, discuss how HRM can benefit from an in-depth knowledge of the science and illustrate specific examples from recruitment processes, training and communications, incentive design, employee-oriented processes, and diversity and inclusion initiatives that could benefit from evidence from behavioural sciences.
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Ameh, Oko John, and Emmanuel Itodo Daniel. "Human Resource Management in the Nigerian Construction Firms: Practices and Challenges." Journal of Construction Business and Management 1, no. 2 (July 10, 2017): 47–54. http://dx.doi.org/10.15641/jcbm.1.2.54.

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Improvement of human resource management is critical to overall productivity and cost effectiveness in the construction industry. This study assesses the current human resource management practices in the Nigeria construction organisation and the challenges confronting it. Questionnaire survey was adopted using purposive sampling technique. Ninety eight human resource managers and construction professionals in two categories of construction organisations (client organisations involved in real estate development and contractor organisations) were sampled. The results reveal that prevailing recruitment practices are placement of the right staff in the right department for the achievement of company general goals, and screening of candidates for vacant positions. Most common training and development practices involve inducting, orienting and training newly recruited employee on software and use of tools, and assigning staff based on their skill and expertise.Provision of appropriate/modern working tools and equipment and provision of incentives and benefits to staff are prevailing motivation and labour union practices. The study further identified:competition for global mobile talents, labour turnover, recruiting the right person for a specific position, wages and compensation as some of the challenges facing HRM practice in Nigeria.The study concludes that recruitment and selection practices in the construction organisation are distinctly different from those of the manufacturing and banking industry and it centres on selection of skilled and technically competent personnel for organisation’s general goal. The study recommends that future study should assess the impact of the identified human resource practices on productivity and project performance.
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Nasir, Zafar Mueen. "S. S. Khanka. Human Resource Management: (Text and Cases). New Delhi: S. Chand & Company Ltd. 2007. 449 pages. Paperback. Indian Rs 300.00." Pakistan Development Review 48, no. 1 (March 1, 2009): 100–101. http://dx.doi.org/10.30541/v48i1pp.100-101.

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Human Resource Management (HRM) is a process of procuring, developing, maintaining and controlling competent human resource in the organisation so that the organisational goals are achieved in an effective manner. HRM has undergone tremendous change in its functions over the past 20-30 years. Many years ago, large organisations looked at the “Personnel Department,” mostly to manage the paperwork around hiring and paying people. But more recently, organisations consider the major role of HR Department as staffing, training and helping to manage people so that people and the organisation perform at the highest level of their capacity. The modern HRM views manpower as resource and asset of the organisation rather than just considering it burden on the resources. Usually large national and international businesses utilise these services due to their multidimensional operations and sizable employment. Small businesses carry out these activities by themselves to save cost associated with full-or part time help. However, they generally ensure that employees have—and are aware of— personnel policies conform to prevailing regulations. These policies are developed by the HRM professionals in the form of employee manuals and handbooks.
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Christopher, Chidi Odogwu, Ogunyomi, Olusiji Paul, and Adedehinbo Ekundayo Badejo. "Promoting Ethical Human Resource Management Practices in Work Organizations in Nigeria: Roles of HR Professionals." International Journal of Human Resource Studies 2, no. 2 (June 2, 2012): 116. http://dx.doi.org/10.5296/ijhrs.v2i2.1889.

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This paper has become imperative in view of the on-going Federal Government’s initiative in charting an ethical roadmap for Nigeria. Ethics permeates all aspects of our national life and human resource management profession is no exception. Ethics refers to the principle of conduct governing an individual or a group. This paper examines ethical HRM practices in work organisations in Nigeria and the roles of HR professionals in promoting ethical practices with a view to achieving employee well-being, satisfaction at work and organisational performance. Based on theoretical and practical insights, the authors x-ray an array of unethical human resource management practices in work organisations in Nigeria. To combat unethical HR practices in the workplace, the authors enjoin HR professionals in line with top management to put in place ethical policies and codes and to constantly embark on ethical training of workers at all level as well as the institutionalisation of whistle blowing policy in their organisations. Keywords: Ethics, Human Resource Management, Work Organisation, HR Professionals.
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Margherita, Emanuele Gabriel, and Ilenia Bua. "The Role of Human Resource Practices for the Development of Operator 4.0 in Industry 4.0 Organisations: A Literature Review and a Research Agenda." Businesses 1, no. 1 (April 19, 2021): 18–33. http://dx.doi.org/10.3390/businesses1010002.

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In this study, we summarised the human resources practices for the development of Operator 4.0. Operator 4.0 is the worker operating in an Industry 4.0 organisation. Such organisations introduce novel digital technologies—including Big Data, robotics, and the Internet of Things—along the assembly line. Operators 4.0 can manage Industry 4.0 technologies, and Industry 4.0 technologies also support their activities. Some studies illustrate the enabling Industry 4.0 technologies for this role and the various qualitative benefits for Operator 4.0. However, organisations encounter issues to prepare traditional manufacturing workers for this novel role, which implies a drastic change in training and designing jobs, particularly for the qualitative aspects of the work organisation and human-computer interaction. Moreover, traditional manufacturing workers do not possess the proper digital skills to manage complex Industry 4.0 technology. Thus, there is a lack of study that illustrates what organisational practices are used to develop an Operator 4.0. Human resources management is the organisational function devoted to these challenges, such as a lack of a skilled workforce in handling high-tech technologies and employee retention. It provides human resource practices to develop workers for their role. Therefore, we addressed this gap by conducting a systematic literature review to summarise the used human resource practices for the development of an Operator 4.0. The results show six human resource practices for developing an Operator 4.0: staffing, job design, training, performance appraisal system, knowledge management, and compensation. We concluded by proposing a research agenda to advance this research stream.
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Srinivasan, Vasanthi. "Understanding the Human Resource Challenges in Not-for-profit Organisations from a Lifecycle Perspective." Journal of Health Management 9, no. 2 (May 2007): 189–99. http://dx.doi.org/10.1177/097206340700900203.

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In the last two decades not-for-profit organisations in emerging countries like India have witnessed a phenomenal growth. This growth has been managed through a variety of organisational forms and structures. The complexity arises because the basic structure of the NGOs is a project organisation. Most Indian NGOs are externally funded and this funding is often provided only for a project. The projects are expected to deliver a set of activities and are necessarily short term in nature. An NGO often executes multiple projects simultaneously. As a consequence of this, the project tends to gain prominence compared to the organisation. The vital question that many NGOs have to engage with is: are we an organisation or are we a set of projects? An organisation by its very definition exists in perpetuity, while the life of a project is often specified and limited. This article will explore the challenges that NGOs face in their lifecycle of growth—evolving from a single project-based entity into a vision-led professional entity. The lifecycle view of organisations proposed by Greiner (1998) postulates that they move through five stages of development, and each stage is accompanied by a period of crisis. The article will present each of the five stages and the crises, and the resulting implications for organisations in terms of their vision, structure, strategies and human resource practices. The focus of the article will be on understanding the appropriate human resource strategies and practices that NGOs will have to engage with in the various stages of growth.
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Raidén, Ani B., and Andrew R. J. Dainty. "Human resource development in construction organisations." Learning Organization 13, no. 1 (January 2006): 63–79. http://dx.doi.org/10.1108/09696470610639130.

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Dissertations / Theses on the topic "Human resource organisations"

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Al-Ali, Adnan A. S. "Human resource development : training and development practices and related organisational factors in Kuwaiti organisations." Thesis, University of Bradford, 1999. http://hdl.handle.net/10454/4936.

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This study examines and aims to disclose the current policies and practices of Training and Development (T&D) within Kuwaiti government and private/joint-venture organisations. The literature review indicates that although much attention has been devoted in studying Training and Development practices, a very few focus on T&D related factors on organisation performance in developing countries. The literature also indicates the need for considering these factors in order to have a better T&D effectiveness, and hence organisation overall performance. In this study the Training for Impact model was adopted and tested within Kuwaiti context in terms of training needs assessment and evaluation and follow-up. This research uses data collected from 100 organisations in Kuwait. 50 of these were government and 50 private /joint venture listed in Kuwait Stock Exchange. Therefore, all managers (100 training personnel) who are in charge of T&D function/programmes, were samples of the respondents of the present study. The main data collection methods adopted by this study were interviews (semi-structured) and "drop-in and pick-up" self-completion questionnaires. The data were quantitatively analysed and triangulation of quantitative findings was carried out in order to find out the difference between the two sectors in Kuwait in terms of T&D practices and related factors. To establish a causal connection between related factors and identified dimensions (T&D effectiveness, organisational rating, and satisfaction with evaluation process), a multiple regression technique was employed. The major findings of this study are noted below: Results indicate that the majority of the investigated organisations do not have a formal T&D system. T&D programmes are still carried out on a piecemeal basis rather than a systematic long-term policy. Findings which were common among the majority of the approached organisations were absence of a systematic organisational training needs analysis, use of conventional training methods, lack of effective procedures for T&D evaluation. The study explores the training personnel's way of thinking towards their T&D function and to the proposed T&D dimensions framework (integrated HRD strategy, top and line management commitment, a supportive formal system, T&D mechanism, organisational culture, and training budget). The findings indicate that most of the training personnel perceived these dimensions as providing motivation, commitment and support to their T&D function. Six main factors were found to influence T&D practices in government and private/joint venture organisations. These factors are: top management commitment, mutual support between organisational philosophy and T&D activities, line management support T&D involvement in organisation strategy, T&D policies and plans, and T&D effects on employees self-development. The study also identifies T&D effects on organisation performance in Kuwaiti organisations in terms of eliminating problems; increasing commitment and motivation; fulfilling individual needs and personal objectives, improving interpersonal and interdepartmental relations, improving quality of goods and services; and leading to effective utilisation and investment in human resources. In addition the study establishes a causal connection of T&D related factors with performance dimensions, organisation rating, and satisfaction of T&D evaluation. The author recommends that for the T&D function to be treated as seriously as other organisational functions, then Kuwaiti training personnel, as well as top and line management, need to be more willing to play proactive and strategic organisational roles in T&D activities.
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Bredin, Karin. "Human Resource Management in Project-Based Organisations : Challenges and Changes." Licentiate thesis, Linköping : Department of Management and Economics, Linköping University, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-7662.

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Garbash, Dor Avraham. "Organisational awareness : mapping human capital for enhancing collaboration in organisations." Thesis, Sorbonne Paris Cité, 2016. http://www.theses.fr/2016USPCB134/document.

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Comment peut-on devenir plus conscients des sources de connaissance au sein des organisations des humains? Les changements économiques et technologiques rapides forcent les organisations à devenir plus souples, agiles et interdisciplinaires. Pour cela, les organisations cherchent des alternatives pour les structures de communication hiérarchiques traditionnelles qui entravent les pratiques de collaboration ascendantes. Pour que les méthodes ascendantes soient efficaces, il est nécessaire d'offrir aux membres l'accès à l'information et à l'expertise dont ils ont besoin pour prendre des décisions qualifiées. Ceci est un défi complexe qui implique la culture organisationnelle, l'informatique et les pratiques de travail. Un défaut au niveau de l'application de ce système peut aborder des points critiques qui peuvent ralentir les processus de travail, d'entraver l'innovation et qui conduisent souvent au travail suboptimal et redondant. Par exemple, une enquête 2014 de 152 dirigeants de Campus IT aux Etats-Unis, estime que 19% des systèmes informatiques du campus sont redondants, ce qui coûte les universités des Etats-Unis 3.8B$ par an. Dans l'ensemble, les travailleurs intellectuels trouvent l'information dont ils ont besoin seulement 56% du temps. Avec un quart du temps total des travailleurs intellectuels consacré à la recherche et l'analyse des informations. Ce gaspillage de temps coûte 7K$ pour chaque employé par an. Un autre exemple du gaspillage est celui des nouveaux arrivants et des employés promus qui peuvent prendre jusqu'à 2 ans pour s'intégrer pleinement au sein de leur département. En outre et selon des enquêtes étendues, seulement 28% des apprenants estiment que leurs organisations actuelles «utilisent pleinement» les compétences qu'ils ont actuellement capable d'offrir et 66% prévoient quitter leur organisation en 2020. Réussir la résolution de ce défi est capable de motiver les membres de l'organisation, ainsi que d'y améliorer l'innovation et l'apprentissage. L'objectif de cette thèse est de mieux comprendre ce problème en explorant les défis rencontrés par le service d'informatique dans une université et un centre de recherche interdisciplinaire. Deuxièmement, co-développer et mettre en œuvre une solution avec ces institutions, je décris leur utilisation des logiciels que nous avons développés, les résultats et la valeur obtenus avec ces pilotes. Troisièmement, tester l'efficacité de la solution, et explorer de nouvelles applications et le potentiel d'un tel système similaire pour être utilisé dans une plus grande échelle. Pour mieux comprendre le problème je me suis engagé dans une discussion avec les membres et les dirigeants des deux organisations. Une conclusion importante des discussions est que les membres de ces organisations souffrent souvent d'un manque de sensibilisation à propos de leurs connaissances-compétences au niveau d'organisation du capital, et la connaissance des processus et des relations sociales avec leurs collègues dans l'organisation. Grâce à cette exposition, les idées novatrices, les opportunités et les intérêts communs des pairs sont sévèrement limités. Cela provoque des retards inutiles dans les projets inter-équipes, des goulots d'étranglement, et un manque de sensibilisation sur les possibilités de stages. Aussi, j'ai craqué le problème et je l’avais défini comme l'une des informations de fragmentation: Différentes informations sont stockées dans des bases de données disparates ou dans la tête des gens, exigeant un effort et de savoir-faire pour l'obtenir. (...)
How can we become more aware of the sources of insight within human organisations? Rapid economical and technological changes force organisations to become more adaptive, agile and interdisciplinary. In light of this, organisations are seeking alternatives for traditional hierarchical communication structures that hinder bottom-up collaboration practices. Effective bottom-up methods require empowering members with access to the information and expertise they need to take qualified decisions. This is a complex challenge that involves organisational culture, IT and work practices. Failing to address it creates bottlenecks that can slow down business processes, hinder innovation and often lead to suboptimal and redundant work. For example, a 2014 survey of 152 Campus IT leaders in the US, estimated that 19% of the campus IT systems are redundant, costing US universities 3.8B$ per year. In aggregate, knowledge workers find the information they need only 56% of the time. With a quarter of knowledge workers total work time spent in finding and analyzing information. This time waste alone costs 7K$ per employee annually. Another example of the waste created is that newcomers and remote employees may take up to 2 years to fully integrate within their department. Furthermore according to extended surveys, only 28% of millennials feel that their current organizations are making ‘full use’ of the skills they currently have to offer and 66% expect to leave their organisation by 2020. Successfully resolving this challenge holds the potential to motivate organisation members, as well as enhance innovation and learning within it. The focus of this thesis is to better understand this problem by exploring the challenges faced by a university IT department and an interdisciplinary research center. Second, co-develop and implement a solution with these institutions, I describe their usage of the software tool we developed, outcomes and value obtained in these pilots. Third, test the effectiveness of the solution, and explore further applications and potential for a similar system to be used in a wider scale. To better understand the problem I engaged in discussion with members and leaders of both organisations. An important conclusion from the discussions is that members of these organizations often suffer from lack of awareness about their organisation’s knowledge capital—the competencies, knowledge of processes and social connections of their colleagues. Due to this exposure to innovative ideas, opportunities and common interests of peers is severely limited. This causes unnecessary delays in inter-team projects, bottlenecks, and lack of awareness about internship opportunities. I further broke down the problem, and defined it as one of information fragmentation: Different information is stored in disparate databases or inside people’s heads, requiring effort and know-how in order to obtain it. Following the conclusions of this analysis and state-of-the-art review, we have set together the goal to create a collaborative visual database to map the people, projects, skills and institutions for the IT department of Descartes University, and in addition, people, interests and internship opportunities within the CRI, an interdisciplinary research and education center. We have also conducted interviews, surveys and quizzes that ascertain that people had difficulties identifying experts outside their core teams. During the course of this thesis, I progressively addressed this challenge by developing two collaborative web applications called Rhizi and Knownodes. Knownodes is a collaborative knowledge graph which utilized information-rich edges to describe relationships between resources. Rhizi is a real-time and collaborative knowledge capital mapping interface. A prominent unique feature of Rhizi is that it provides a UI that turns text-based assertions made by users into a visual knowledge graph. (...)
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Bredin, Karin. "Human Resource Management in Project-Based Organisations : Challenges, Changes, and Capabilities." Doctoral thesis, Linköping : Department of Management and Engineering, Linköping University, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-11533.

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Svensson, Anton, and Erik Dollerup. "Improving Project Resource Management in Project-Based Organisations : Improving project resource management in project-based organisations through a case study. A case study of a project-based organisation." Thesis, Tekniska Högskolan, Jönköping University, JTH, Produktionsutveckling, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-49749.

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In the current market situation today which is changing rapidly, many companies have decided to adopt the project-based organisational structure. However, the literature on this area has been lacking, particularly in the multi-project environment. This is an important subject to explore since it has a substantial impact on a company’s productivity. Therefore, the purpose of this work is to expand the knowledge on project resource management in multi-project organisations. The methodological approach of this work was a case study, where interviews and observations were conducted at a large PBO running multiple new product development projects. The unit of analysis in the case was the way of working in projects and PRM techniques used in the context of two new product development projects. Waterfall Method and APM was identified as two fundamental ways of running a project. Additionally, RBS and RBV, Kitting, CONWIP and Project Freezing and finally CCPM were identified as techniques that can be used in project management. Several similarities and differences were identified when comparing the case study with previously conducted studies. Particularly, similarities regarding the experienced pressure and how resource conflicts caused by this were managed. Lastly, improvement proposals to current PRM techniques were identified. By using both Waterfall Method and APM together, their strengths could be combined. Moreover, HRM has become an increasingly more important task for the line managers, which should be taken into consideration when stating the work description. The results of this study will contribute both theoretically and practically. This work supports the evolution of the PRM techniques by evaluating them in a practical context. Finally, the conclusions of this work provide recommendations which are more practically applicable for PBOs.
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Zhai, Xiaofeng. "The role of human resource practices in enhancing employees' behaviours and organisational learning in Chinese construction organisations." Thesis, Loughborough University, 2010. https://dspace.lboro.ac.uk/2134/7104.

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Construction is complex and comprises a multitude of knowledge-driven activities and business interests from participating organisations with the people involved being subject to different organisational and disciplinary practices. People are fundamental to success because human capabilities in learning, innovating and changing creative directions are vital to long term development of organisations. In the last two decades, researchers have found that human resource (HR) management has positive effects on the organisational performance. However, the processes through which HR management lead to organisational performance are contested. This research proposes a framework to investigate the effects of employees' behaviours and organisational learning on organisational performance and the impacts of HR practices on those effects in the context of Chinese construction enterprises. The research design adopts a multi-method approach, integrating positivism and interpretivism, to understand the complex relationship between HR practices, organisational learning, individual behaviour, and organisational performance. By consulting two experienced academic researchers and industry experts, the pilot study improves the understanding and implementation of the measurement instruments employed. Both quantitative and qualitative approaches are adopted in data collection and analysis: 326 valid respondents through questionnaire survey are received, and structural equation modelling is adopted to test individual behaviour and organisational learning as mediating variables of the relationship between HR practices and organisational performance respectively. Middle-level managers in Chinese construction firms are interviewed, and a cognitive map is produced to reveal the possible mediating variables and the cause-effect relationships between organisational learning and individual behaviour. The cause-effect route identified from the cognitive map is tested by structural equation modelling method, i.e., individual in-role behaviour as a mediating variable between organisational learning and performance. In conclusion, from the theoretical perspective, the results reveal the following. (1) Individual in-role behaviour has highly significantly positive effect on organisational performance. Organisational learning has very highly significantly positive effect on organisational performance. Both individual in-role behaviour and organisational learning have mediating effects on the relationship between HR practices and organisational performance. (2) HR practices positively affect individual in-role behaviour indirectly through organisational learning. Individual in-role behaviour mediates the relationship between organisational learning and organisational performance. (3) HR practices also affect organisational performance via the path-way of social capital, individual perceived organisational support, organisational citizenship behaviour (OCB), and co-worker productivity. For the practical implications, Chinese construction companies should implement the following to improve organisational performance. (1) Recognize the importance of employees' in-role behaviour, and design HR practices to motivate employees to apply their knowledge, skills and abilities in job-related performance, and to retain qualified and experienced staff. (2) View organisational learning as an important component of competitive advantage in the process of organisational development, and motivate and enhance organisational learning by the employment of HR practices and the creation of social capital. (3) Recognize the importance of OCBI (i.e. organisational citizenship behaviour directed toward the benefit of other individuals), and try to elicit employees' OCBI by improving employees' perceived organisational support.
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Chimanzi, Jacqueline S. "An empirical investigation of factors affecting collaboration between marketing and human resource management." Thesis, Cardiff University, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.366354.

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Battal, Khalid Mohammed A. "Investigating the concept, practice and strategy of human resource development in Saudi public organisations." Thesis, University of Hull, 2011. http://hydra.hull.ac.uk/resources/hull:11867.

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This thesis explores how HRD is conducted in the under-researched context of the Arab Middle East, specifically in Saudi Arabian public organisations. Four research questions are addressed: how HRD is conceptualized by practitioners; what systems, processes and approaches are currently prevalent in these organisations, to what extent the HRD function in these organisations is strategic and what are the main challenges facing HRD now and in the future in Saudi public organisations. A mixed – methods approach was adopted, grounded on a pragmatic rationale. Quantitative data were collected from a questionnaire survey of HRD managers in all 158 public organisations; 115 usable responses were returned. Issues emerging from the survey were then explored in depth via semi – structured interviews with a non- random sample of 23 managers. Findings revealed a conceptualization of HRD similar that in the West, reflecting notions of human capital, whole – person development, improved productivity and keeping pace with environmental change. However, participants were caught in competing dynamics of tradition versus modernization and centralizations versus decentralization, which undermined their efforts and left them frustrated. With regard to the strategic role of HRD, again, reality did not match the rhetoric. HRD was often relegated to an administrative role and practitioners excluded from decision-making. Long-term benefits were commonly sacrificed to short – term cost concerns. It is concluded that the main challenges facing HRD now and in the future in Saudi Arabia are the need for practitioners to be creative and proactive in asserting their influence and developing the professional status of HRD; the struggle to balance competing cultural assumptions and to develop a culturally appropriate model of HRD; and the need for greater clarity in the governmental HRD strategy by which the public organisations‟ HRD efforts are both encouraged and constrained.
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Nitsche, Sabine. "Human resource management of multinational organisations operating in Europe : finding the proper balance between standardisation and differentiation of human resource policies and practices /." [S.l.] : [s.n.], 2003. http://aleph.unisg.ch/hsgscan/hm00089786.pdf.

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Barratt, Edward. "Representing and interpreting organisations in the recruitment process : a study of recruitment texts and job candidates readings." Thesis, Henley Business School, 1998. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.285055.

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Books on the topic "Human resource organisations"

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1956-, Madella Alberto, ed. Human resource management in Olympic sport organisations. Champaign, IL: Human Kinetics, 2006.

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Kumar, C. Ajith. Human resource development in non governmental organisations: A case study of Watershed Organisation Trust, India. Wolverhampton: University of Wolverhampton, 1998.

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Roche, William K. The human resource policy sophistication of organisations in Ireland: Institutions,markets and internal influences. Blackrock (Co. Dublin, Ireland): UCD, Centre for Employment Relations and Organisational Performance, 1995.

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Fowler, Marabelle L. Can strategic human resource planning and evaluation lead to improved business performance in small to medium sized organisations?. Oxford: Oxford Brookes University, 2000.

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Toulson, Paul K. Testing the value-human resource management relationship in New Zealand organisations: Findings of a cross-national replication study. New South Wales: University of New South Wales, School of Industrial Relations and Organisational Behaviour, 1998.

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The innovation imperative in health care organisations: Critical role of human resource management in the cost, quality, and productivity equation. Cheltenham, UK: Edward Elgar, 2012.

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Atyeo, David. Human resource organisation. London: HCIMA, 1991.

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Atyeo, David. Study area C3: Human resource organisation. London: HCIMA, 1991.

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Black, Kate, and Russell Warhurst. Organisation Studies and Human Resource Management. London: Routledge, 2021. http://dx.doi.org/10.4324/9780429262937.

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Swinden, D. R. Human resource support unit to monitor the effectiveness of human resources within a police organisation. London: North East London Polytechnic, 1986.

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Book chapters on the topic "Human resource organisations"

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Engström, Annika. "Effective Interaction in Organisations." In Human Resource Management: A Nordic Perspective, 30–41. Abingdon, Oxon; New York, NY: Routledge, 2019.: Routledge, 2018. http://dx.doi.org/10.4324/9780429489761-4.

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Kempton, John. "The People Who Work in Organisations." In Human Resource Management and Development, 25–47. London: Palgrave Macmillan UK, 1995. http://dx.doi.org/10.1057/9780230374799_2.

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Kilhammar, Karin. "Developing Co-Workership in Organisations." In Human Resource Management: A Nordic Perspective, 17–29. Abingdon, Oxon; New York, NY: Routledge, 2019.: Routledge, 2018. http://dx.doi.org/10.4324/9780429489761-3.

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Szymańska, Elżbieta. "Problems of Human Resource Management in Regional Nongovernmental Organisations." In Country Experiences in Economic Development, Management and Entrepreneurship, 885–98. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-46319-3_57.

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Gillberg, Claudia. "Working in Knowledge-Intensive Organisations when it is Impossible to be Physically Present." In Human Resource Management: A Nordic Perspective, 177–89. Abingdon, Oxon; New York, NY: Routledge, 2019.: Routledge, 2018. http://dx.doi.org/10.4324/9780429489761-15.

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Kuriyama, Naoki. "Labour Standards of International Corporate Social Responsibility Initiatives and the Perspectives of Asian Employers—With Reference to a Survey of Asian Employers’ Organisations in 2011." In Japanese Human Resource Management, 267–92. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-43053-9_13.

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Miebach, Bernhard. "Organisation." In Handbuch Human Resource Management, 433–522. Wiesbaden: Springer Fachmedien Wiesbaden, 2016. http://dx.doi.org/10.1007/978-3-658-10239-5_8.

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Kitson, Alan, and Robert Campbell. "Ethical Issues in Human Resource Management." In The Ethical Organisation, 208–20. London: Macmillan Education UK, 1996. http://dx.doi.org/10.1007/978-1-349-24405-8_14.

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Mishra, Paritosh, Balvinder Shukla, and R. Sujatha. "Organisational Culture and Organisational Change." In Human Resource Management for Organisational Change, 62–65. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003191346-6.

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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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Conference papers on the topic "Human resource organisations"

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Rojc Štremfelj, Livija, Iztok Podbregar, and Eva Jereb. "Human Resource Management and Manager’s Competences in Non-governmental Organisations." In Organizations at Innovation and Digital Transformation Roundabout. University of Maribor Press, 2020. http://dx.doi.org/10.18690/978-961-286-388-3.54.

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The article deals with the Slovenian non-governmental organisations (NGO), NGO classification in Slovenian legislation and stresses the specific task of human resource management of the non-governmental organisations, namely for the work processes to be executed managers have to engage the volunteers at hand not only their employees. The employees in the Slovenian NGO sector are scarce, even though the European average (EU-28) of NGO paid employment compared to total paid employment is five times higher than in Slovenia. The text therefore presents the comparison of paid employment to total employment and total worth of voluntary work in Slovenian and EU NGOs. The Slovenian human resource management research in NGO is overviewed to argue why NGO leaders’ competency modelling would be the right step forward for Slovenian NGOs.
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Hawking, Paul, Andrew Stein, and Susan Foster. "e-HR and Employee Self Service: A Case Study of a Victorian Public Sector Organisation." In InSITE 2004: Informing Science + IT Education Conference. Informing Science Institute, 2004. http://dx.doi.org/10.28945/2757.

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The application of the internet to the Human Resource function (e-HR) combines two elements: one is the use of electronic media whilst the other is the active participation of employees in the process. These two elements drive the technology that helps organisations lower administration costs, improve employee communication and satisfaction, provide real time access to information while at the same time reducing processing time. This technology holds out the promise of challenging the past role of HR as one of payroll processing and manual administrative processes to one where cost efficiencies can be gained, enabling more time and energy to be devoted to strategic business issues. The relative quick gains with low associated risk have prompted many Australian companies to realise what can be achieved through the implementation of a business to employee (B2E) model. Employee Self Service (ESS), a solution based on the B2E model enables employees to access the corporate human resource information system 24x7. This paper adopts a case study approach with a view to investigating the benefits and associated issues obtained from an implementation of an ESS in an Australian public sector organisation.Keywords: Employee Self Service, e-Human Resources, B2E, HRMIS, ERP Systems, Australian Case Study
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James, B. "New Methodologies for Human Factors in Process Safety." In SPE Energy Resources Conference. SPE, 2014. http://dx.doi.org/10.2118/spe-169907-ms.

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Abstract Process Safety has been a major focus for the Oil and Gas and Petrochemical industries since the Flixborough disaster of 1974. Through the efforts of leaders in Safety there have been a number of key methodologies that has assisted Process Safety professionals in identifying “what went wrong” and how do we learn from disasters to prevent similar incidents from occurring again. Industry professional Dr. Trevor Kletz has gone as far as saying “Organisations have no Memory” Kletz (1993). However, over the last few decades, the industry seems to be making the same mistakes every few years. Research, insight and well-structured root cause analysis has highlighted that Human Factors and Organisational Culture is an area that must be considered in understanding Process Safety related incidents. Organisations such as the Centre for Chemical and Process Safety has included Human Factors as one of the elements in the Management System for Process Safety. System thinking and system dynamics has been identified a way of thinking about and analysing Process Safety related incidents to understand the Human Factor and its role in process related incidents.
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Knox, Karl. "The Various and Conflicting Notions of Information." In InSITE 2007: Informing Science + IT Education Conference. Informing Science Institute, 2007. http://dx.doi.org/10.28945/3154.

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There are identified within the discourse a number of notions regarding the term information. This paper sets out to explore these sometimes-conflicting notions of information. The reason why conflicting notions occur is the result of different perspectives and understanding of the term information. Within the discourse two camps are identified, firstly, those who identify information as a resource and those who identify information as a processual approach enacted by individuals. The former is not uncommon within the business environment given the relationship seen between information and technology; this view simplifies information as merely structured data. The latter approach requires the involvement of individuals or more succinctly human understanding and interpretation. By viewing information as a processual process enacted by humans one is identifying an alternative view of how information is created, managed, used and developed. The aim is to discuss both views to gain clarity and understanding in terms of why the various and conflicting notions of information impact on its use within organisations. What is highlighted within this paper is that information is a complex and ambiguous term. There is no easy ‘off-the shelf solution to managing information. One potentially successful approach is to view information from an epistemological perspective. This requires those having to deal with this complex and ambiguous term a starting point from which to build and gain both an individual and an organisational understanding in terms of the use of information. This allows individuals to set direction, decide where to focus their effort and ultimately how to gain some control over this vital and important issue of ‘information’.
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Romanelli, Mauro. "Rethinking Public Administration through Managers as Leaders." In 2nd International Conference Global Ethics - Key of Sustainability (GEKoS). LUMEN Publishing House, 2021. http://dx.doi.org/10.18662/lumproc/gekos2021/2.

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Rethinking public administration helps to drive public managers as agents of change who assume behaviours coherently with a leadership identity. Public administration is rediscovering the sustainability as a key source and goal for strategic and organisational change by promoting the organisational dimension that relies on enhancing the quality of people as human resources, strengthening both the public manager as a leader and public servants as employees who are committed and motivated to public service. Managers as leaders help to drive public administration as an organisation which is able to proceed towards future as a sustainable public organisation which develops the quality of human capital and improves performances, supports public trust and enhances democratic life. Rediscovering the organisational dimension helps to develop the leadership as identity and source for ethical and transformational behaviours of a leader, and enables public managers to assume coherent values, attitudes and behaviours developing the leadership as central identity. Today, driving public administration requires effective public managers who are able to behave as ethical and transformational leaders who motivate, support and drive the employees at work.
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Crowder, Richard, and Yee-Wie Sim. "An Approach to Extracting Knowledge From Legacy Documents." In ASME 2004 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2004. http://dx.doi.org/10.1115/detc2004-57677.

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Organisations are increasingly information intensive; hence providing access to data that is trapped in various proprietary forms including catalogues, databases, human resource systems and internally generated documents is now becoming a significant and challenging task. The authors have undertaken research into approaches to capture relevant knowledge from legacy documents. This is achieved by converting the legacy documents to XML, (eXtensible Markup Language), documents where the output is semantically tagged. Once in an XML form, the data can be easily transformed. This paper describes the development of tools to automate the process of converting legacy documents to XML documents. The purpose of this work is improve the efficiency and reliability of Expertise Finder suitable for use within an engineering design environment. We will also show that by querying the resultant XML versions of legacy documents provides better results than a basic text search over the identical documents when applied used within an Expertise Finder.
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Zakrizevska-Belogrudova, Maija, and Sanita Leimane. "Gamification and Using It in Organisational Consulting." In 14th International Scientific Conference "Rural Environment. Education. Personality. (REEP)". Latvia University of Life Sciences and Technologies. Faculty of Engineering. Institute of Education and Home Economics, 2021. http://dx.doi.org/10.22616/reep.2021.14.054.

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Gamification has been a topical item in education, marketing, human resources management, business, and organisational consulting in the past decade. Nowadays, companies have a wider range of available organisational consultations: organisational supervision is developing, coaching is popular, and there is a wide offer of business training sessions. This study aims to research gamification in organisational consulting, analyse the differences in the opinions regarding the use and availability of gamification in the professional activities of coaches, supervisors and business trainers. The survey developed by the authors of the study consisted of four sets of items (Information about Gamification, Application and Availability of Gamification, Believing Gamification Methods, Team/Group Responsiveness to Gamification) and two additional statements for the purpose of confirming the responses given by the respondents regarding their beliefs in gamification as an effective method and their readiness to use it. The associations related to the game and gamification were also researched. The questionnaire about gamification in the professional activities of supervisors, coaches and business trainers was sent electronically to professionals practising in Latvia. Questionnaires from 85 respondents were received and processed. The results demonstrated no statistically significant differences in the opinions of coaches, supervisors and business trainers regarding the use of gamification in organisational consulting. It was found out that the concept of gamification has not been sufficiently explained and there is still no common understanding regarding it in Latvia. More than half or 55 % of the 85 respondents in the survey do not know where to acquire gamification. At the same time, 91 % of the respondents in the survey specify that they are willing to acquire the methods of gamification. The authors of the study believe that it is important to proceed with the research in organisations to find out the experience of the organisations in gamification and to develop gamification training programmes for the organisations.
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Veldsman, Theo H., and Dieter Veldsman. "Can a leopard change its spots? An Exploratory Study of Organisational Identity in a Multi-National Organisation." In Annual International Conference on Human Resource Management and Professional Development in the Digital Age – HRM&PD 2017. Global Science & Technology Forum (GSTF), 2017. http://dx.doi.org/10.5176/2251-2349_hrmpd17.31.

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Stachová, Katarína, Zdenko Stacho, and Jana Blštáková. "Human Resource Management Department as Strategic Partner in Organisation." In Proceedings of the International Conference on Economics, Management and Technology in Enterprises 2019 (EMT 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/emt-19.2019.9.

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Ogar, Aleksey, and Lyudmila Stepnova. "A Psychological Competence Assessment System for Trade Business Professionals Based on Economic Performance Indicators." 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-2020-61.

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The high demand for businesses to objectively assess their employees in order to make human resource decisions and further business development faces the issue of a lack of reliable staff assessment methodologies and the difficulty of interpreting the resulting assessment reports for practical use. Despite the fact that the competence approach to the assessment of specialists has been repeatedly considered by both domestic and foreign scientists, there is still no systematic psychological research aimed at establishing a link between the level of competence development of trade business specialists and the quantitative-qualitative sales indicator. The study focused on 32 sales managers from two commercial organisations in Moscow. Empirical data was obtained via test methods ‘Short Reference Test’ (V. N. Buzin, E. F. Vanderlik), ‘Eysenck Personality Inventory’, abridged version (H. J. Eysenck, G. J. Wilson, K. J. Jackson), questionnaire ‘Fear of Success, Need Achievement, and Fear of Failure’ (A. A. Rean), ‘Self-assessment of manager’s business and personal qualities’ (F. Fiedler), ‘Verbal creativity’ (S. Mednik), biographical method. As a result of the conducted research the connection between the level of development of communicative, socio-perceptual and auto-psychological competences and the effectiveness of professional activity of sales managers, measured by the number of sales for a certain period of time, has been revealed. The results of this study can be used in recruitment as well as for targeted investment in staff development and training to improve competencies and the financial performance of the company.
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Reports on the topic "Human resource organisations"

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Gordon, Eleanor, and Briony Jones. Building Success in Development and Peacebuilding by Caring for Carers: A Guide to Research, Policy and Practice to Ensure Effective, Inclusive and Responsive Interventions. University of Warwick Press, April 2021. http://dx.doi.org/10.31273/978-1-911675-00-6.

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The experiences and marginalisation of international organisation employees with caring responsibilities has a direct negative impact on the type of security and justice being built in conflict-affected environments. This is in large part because international organisations fail to respond to the needs of those with caring responsibilities, which leads to their early departure from the field, and negatively affects their work while in post. In this toolkit we describe this problem, the exacerbating factors, and challenges to overcoming it. We offer a theory of change demonstrating how caring for carers can both improve the working conditions of employees of international organisations as well as the effectiveness, inclusivity and responsiveness of peace and justice interventions. This is important because it raises awareness among employers in the sector of the severity of the problem and its consequences. We also offer a guide for employers for how to take the caring responsibilities of their employees into account when developing human resource policies and practices, designing working conditions and planning interventions. Finally, we underscore the importance of conducting research on the gendered impacts of the marginalisation of employees with caring responsibilities, not least because of the breadth and depth of resultant individual, organisational and sectoral harms. In this regard, we also draw attention to the way in which gender stereotypes and gender biases not only inform and undermine peacebuilding efforts, but also permeate research in this field. Our toolkit is aimed at international organisation employees, employers and human resources personnel, as well as students and scholars of peacebuilding and international development. We see these communities of knowledge and action as overlapping, with insights to be brought to bear as well as challenges to be overcome in this area. The content of the toolkit is equally relevant across these knowledge communities as well as between different specialisms and disciplines. Peacebuilding and development draw in experts from economics, politics, anthropology, sociology and law, to name but a few. The authors of this toolkit have come together from gender studies, political science, and development studies to develop a theory of change informed by interdisciplinary insights. We hope, therefore, that this toolkit will be useful to an inclusive and interdisciplinary set of knowledge communities. Our core argument - that caring for carers benefits the individual, the sectors, and the intended beneficiaries of interventions - is relevant for students, researchers, policy makers and practitioners alike.
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Gordoncillo, Mary Joy N., Ronello C. Abila, and Gregorio Torres. The Contributions of STANDZ Initiative to Dog Rabies Elimination in South-East Asia. O.I.E (World Organisation for Animal Health), January 2016. http://dx.doi.org/10.20506/standz.2789.

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A Grant Agreement between the Government of Australia and the World Organisation for Animal Health (OIE), the Stop Transboundary Animal Diseases and Zoonoses (STANDZ), initiative includes a rabies component with an overarching intended outcome of reducing dog rabies incidence in targeted areas. This initiative envisaged regional rabies activities in South-East Asia as well as specifically designed pilot projects in the Philippines, Myanmar and Cambodia. While remaining anchored to the envisioned outcome, its implementation from 2013 to 2016 also leveraged on the resources made available through the initiative to strategically generate tools, materials and examples that can potentially bridge long-standing gaps on dog rabies elimination in the region. This included developing approaches on rabies communication strategy, risk-based approach for the prioritization of mass dog vaccination, rabies case investigation, post-vaccination monitoring, building capacity through pilot vaccination projects, One Health operationalization at the grass-root level, and reinforcing high-level political support through regional and national rabies strategy development. These are briefly described in this paper and are also further detailed in a series of publications which individually document these approaches for future utility of the countries in the region, or wherever these may be deemed fitting. The STANDZ rabies initiative leaves behind a legacy of materials and mechanisms that can potentially contribute in strategically addressing rabies in the region and in achieving the global vision of eliminating dog-mediated human rabies by 2030.
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Brophy, Kenny, and Alison Sheridan, eds. Neolithic Scotland: ScARF Panel Report. Society of Antiquaries of Scotland, June 2012. http://dx.doi.org/10.9750/scarf.06.2012.196.

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The main recommendations of the Panel report can be summarised as follows: The Overall Picture: more needs to be understood about the process of acculturation of indigenous communities; about the Atlantic, Breton strand of Neolithisation; about the ‘how and why’ of the spread of Grooved Ware use and its associated practices and traditions; and about reactions to Continental Beaker novelties which appeared from the 25th century. The Detailed Picture: Our understanding of developments in different parts of Scotland is very uneven, with Shetland and the north-west mainland being in particular need of targeted research. Also, here and elsewhere in Scotland, the chronology of developments needs to be clarified, especially as regards developments in the Hebrides. Lifeways and Lifestyles: Research needs to be directed towards filling the substantial gaps in our understanding of: i) subsistence strategies; ii) landscape use (including issues of population size and distribution); iii) environmental change and its consequences – and in particular issues of sea level rise, peat formation and woodland regeneration; and iv) the nature and organisation of the places where people lived; and to track changes over time in all of these. Material Culture and Use of Resources: In addition to fine-tuning our characterisation of material culture and resource use (and its changes over the course of the Neolithic), we need to apply a wider range of analytical approaches in order to discover more about manufacture and use.Some basic questions still need to be addressed (e.g. the chronology of felsite use in Shetland; what kind of pottery was in use, c 3000–2500, in areas where Grooved Ware was not used, etc.) and are outlined in the relevant section of the document. Our knowledge of organic artefacts is very limited, so research in waterlogged contexts is desirable. Identity, Society, Belief Systems: Basic questions about the organisation of society need to be addressed: are we dealing with communities that started out as egalitarian, but (in some regions) became socially differentiated? Can we identify acculturated indigenous people? How much mobility, and what kind of mobility, was there at different times during the Neolithic? And our chronology of certain monument types and key sites (including the Ring of Brodgar, despite its recent excavation) requires to be clarified, especially since we now know that certain types of monument (including Clava cairns) were not built during the Neolithic. The way in which certain types of site (e.g. large palisaded enclosures) were used remains to be clarified. Research and methodological issues: There is still much ignorance of the results of past and current research, so more effective means of dissemination are required. Basic inventory information (e.g. the Scottish Human Remains Database) needs to be compiled, and Canmore and museum database information needs to be updated and expanded – and, where not already available online, placed online, preferably with a Scottish Neolithic e-hub that directs the enquirer to all the available sources of information. The Historic Scotland on-line radiocarbon date inventory needs to be resurrected and kept up to date. Under-used resources, including the rich aerial photography archive in the NMRS, need to have their potential fully exploited. Multi-disciplinary, collaborative research (and the application of GIS modelling to spatial data in order to process the results) is vital if we are to escape from the current ‘silo’ approach and address key research questions from a range of perspectives; and awareness of relevant research outside Scotland is essential if we are to avoid reinventing the wheel. Our perspective needs to encompass multi-scale approaches, so that ScARF Neolithic Panel Report iv developments within Scotland can be understood at a local, regional and wider level. Most importantly, the right questions need to be framed, and the right research strategies need to be developed, in order to extract the maximum amount of information about the Scottish Neolithic.
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