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Journal articles on the topic 'Human resource policies'

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Author: Grafiati

Published: 10 December 2022

Last updated: 28 January 2023

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1

Ramapriya, M., and Dr S. Sudhamathi. "Models of Strategic Human Resource Management and Human Resources Policies." International Journal of Management Research and Social Science 7, no. 4 (January 2, 2021): 116–21. http://dx.doi.org/10.30726/ijmrss/v7.i4.2020.74022.

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2

강현주, Dae-Bong Kwon, 장은하, Choi Jisoo, Hyun, Young-Sup, and Hyun-Seok Shin. "Exploration of Human Resource Development Policies for Regional Human Resource Cultivation." Journal of Education & Culture 23, no. 5 (October 2017): 5–38. http://dx.doi.org/10.24159/joec.2017.23.5.5.

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3

Artiles, Antonio Martin, Faustino Miguélez, and Andreu Lope. "Human resource policies, training and qualifications." Transfer: European Review of Labour and Research 4, no. 2 (May 1998): 264–80. http://dx.doi.org/10.1177/102425899800400208.

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The article focuses on the argument that human resource policies set out to develop a twofold approach to management of the workforce which thereby becomes divided between a core of highly qualified and skilled employees and a peripheral component consisting of workers with less or no skills. This split is reflected in company training policies which, furthermore, exhibit an anti-trade union bias.

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4

Poole, Michael, and Glenville Jenkins. "Competitiveness and Human Resource Management Policies." Journal of General Management 22, no. 2 (December 1996): 1–19. http://dx.doi.org/10.1177/030630709602200201.

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5

Cimpan, Bogdan, and Mihail Busu. "Discriminatory Policies in Human Resource Management." Procedia Economics and Finance 16 (2014): 121–30. http://dx.doi.org/10.1016/s2212-5671(14)00783-7.

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6

Khan, Sania. "Role of human resource policies in ensuring women’s safety in the workplace." Problems and Perspectives in Management 21, no. 1 (December 21, 2022): 13–23. http://dx.doi.org/10.21511/ppm.21(1).2023.02.

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This paper aims to assess how human resource (HR) management policies affect women’s workplace safety. In addition, this study analyzes the degree to which measures have been taken to ensure that working women have a safe environment. Responses from 208 women working in Saudi Arabia’s small and medium-sized private businesses were gathered. The paper employed a survey questionnaire using snowball sampling technique. Thus, critical HR practices that have an impact on workplace safety for women are highlighted. As women frequently face these difficulties, the findings suggested that HR policies should tailor working women’s needs in maternity, health, transportation, childcare, and a safe workplace. Moreover, support for divorced and widowed workers would significantly increase women’s safety at work. Compared to other HR policies, there is a stronger correlation between medical and maternity leave. This paper supports research on women’s safety and HR management in the Saudi context and has significant practical implications for practitioners. Acknowledgments The author thanks all the respondents who participated and contributed by giving their valuable opinions and making this study possible.

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7

Ellerman, Jennifer S., and Brian H. Kleiner. "How to write excellent human resource policies." Management Research News 23, no. 7/8 (July 2000): 95–98. http://dx.doi.org/10.1108/01409170010782262.

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8

Begley, Thomas M., and David P. Boyd. "Articulating corporate values through human resource policies." Business Horizons 43, no. 4 (July 2000): 8–12. http://dx.doi.org/10.1016/s0007-6813(00)00065-3.

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9

Ahmad, Shoeb. "Green Human Resource Management: Policies and practices." Cogent Business & Management 2, no. 1 (April 2, 2015): 1030817. http://dx.doi.org/10.1080/23311975.2015.1030817.

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10

Tikson, Shinta Dewi Sugiharti. "Human Resource Policies and Work Culture: A Case of Starbucks." JBMI (Jurnal Bisnis, Manajemen, dan Informatika) 15, no. 1 (August 2, 2018): 1–12. http://dx.doi.org/10.26487/jbmi.v15i1.1773.

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This paper discusses the human resource management policies and work culture at Starbucks. Starbucks view their employees as company assets that must be managed correctly in order to maintain the most valuable human resources in the business. This company also understand the relationship between positive human resource management policies and work culture and employee motivation. Therefore, the company take great care in selecting the right kind of people and make an effort to retain them. For that reason, the company’s human resource policies reflected its commitment on its employees.Keywords: Human resource policies and practice, work culture, Starbucks, employee motivation.

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11

Krammer, Sorin. "HUMAN RESOURCE POLICIES AND FIRM INNOVATION: HR Policies and firm innovation." Academy of Management Proceedings 2021, no. 1 (August 2021): 11797. http://dx.doi.org/10.5465/ambpp.2021.11797abstract.

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12

Pombo, Gonçalo, and Jorge Gomes. "Employees’ perceptions and the relationship between human resource management and organizational performance: a conceptual view." Knowledge and Performance Management 3, no. 1 (December 24, 2019): 46–63. http://dx.doi.org/10.21511/kpm.03(1).2019.05.

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The paper presents a review of the literature and advances a set of propositions concerning the employees’ perceptions on the relationship between human resource management and organizational performance. The study is aimed at filling the gap in the literature on the employees’ perception regarding human resource policies and the relationship to organizational performance. Social information processing theory is used to advance the insights on how employees’ performance about human resource policies may influence the organizational performance. The review indicated that there is a positive relationship between the employees’ perceptions of human resource policies and overall performance of a given organization. A positive perception of the implemented policies influences various individual outcomes such as commitment, engagement, and satisfaction, amongst others. Shared perceptions among the employees are also considered to have a considerable impact on the organizational performance. Nevertheless, there is a need for further research to explore the relationship between human resource management and organizational performance in more detail.

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13

Kiji, Noboru. "Human Resource Development Policies in Japan Marine United." Marine Engineering 56, no. 1 (January 1, 2021): 52–57. http://dx.doi.org/10.5988/jime.56.52.

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14

Gjika, Ira, and Zana Koli. "Policies and Practices of Green Human Resource Management." Journal of International Cooperation and Development 2, no. 2 (November 10, 2019): 60. http://dx.doi.org/10.36941/jicd-2019-0013.

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Social responsibility and environmental management have been for some years at the focus for a lot of companies, which do consider them as important part of their strategy. Human resource management is one of the functional strategies and part of top management in the organizations capable of playing a particular role in crafting and implementing policies that contribute to the environmental management and responsibility. This orientation, recently recognized as “Green HRM”, is broadly elaborated in the worldwide HRM literature and closely related to the environmental management system. The companies do implement practices of HRM by orienting them towards the engagement of employees in green management. Processes like recruitment, selection, training and performance compensation are perceived and “modeled” in the light of green management practices. This paper intends to present the green approach of HRM in the theoretical framework, based on the existing literature, and also to evidence how Albanian organizations are grasping it. The objective is to bring out the good practices of leader companies in green HRM as a mean to draw the attention of as many other organizations as possible to highlight the importance of this approach in activities that are both profitable and socially responsible.

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15

Clark, R. L., and N. Ogawa. "Human Resource Policies and Older Workers in Japan." Gerontologist 36, no. 5 (October 1, 1996): 627–36. http://dx.doi.org/10.1093/geront/36.5.627.

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16

Kouhy, Reza, Rishma Vedd, Takeo Yoshikawa, and John Innes. "Human resource policies, management accounting and organisational performance." Journal of Human Resource Costing & Accounting 13, no. 3 (September 4, 2009): 245–63. http://dx.doi.org/10.1108/14013380910995520.

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17

Debroux, Philippe. "Adjustment of Human Resource Policies in Japanese Companies." Journal of General Management 23, no. 1 (September 1997): 23–38. http://dx.doi.org/10.1177/030630709702300102.

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18

Baum, Tom. "National tourism policies: implementing the human resource dimension." Tourism Management 15, no. 4 (August 1994): 259–66. http://dx.doi.org/10.1016/0261-5177(94)90042-6.

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19

GALINSKY, ELLEN, and PETER J. STEIN. "The Impact of Human Resource Policies on Employees." Journal of Family Issues 11, no. 4 (December 1990): 368–83. http://dx.doi.org/10.1177/019251390011004002.

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Using a number of empirical studies of human resource policies in Fortune 500 companies, this article focuses on (a) the major work/family problems faced by employees, (b) how work/family programs affect productivity, (c) what trends are emerging among companies, and (d) how a subsample of leading scientific companies and universities are responding to work/family issues. The seven major issues employees face are examined: child care, elder care, work time and timing, relocation, job demands and autonomy, supervisory relationships, and organizational culture. The major characteristics of Stage 1 and Stage 2 companies are compared, the later companies having more comprehensive and multifaceted programs that are responsive to employee needs. The research indicates that although some of the leading corporations and universities are responsive to work/family problems, many are still not aware of nor responsive to work/family strain and conflict.

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20

Maliha Zeba Khan. "Strategic Human Resource Development: Investing in Balochistan’s Blue Economy." Strategic Studies 40, no. 1 (April 30, 2020): 87–102. http://dx.doi.org/10.53532/ss.040.01.0088.

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Human resource development falls under a state’s primary responsibilities. Educated and skilled human resources are not only an asset but also a prerequisite to the progress of the state. Pakistan, with a vast coastline, has immense potential to boost its economy through exploring its maritime resources as base of the Blue Economy. Balochistan, the largest province of Pakistan while being rich in natural and maritime resources, makes a strong candidate for investing in the Blue Economy. Unfortunately, the province, despite its natural riches, has not flourished because of insufficient and inefficient faulty policies at all levels. The purpose of this paper is to analyse the maritime potential of Pakistan in general, and Balochistan in particular, while linking it with viable policies in relation to Strategic Human Resource Development (SHRD). By adopting the SHRD and formulating effective policies, Pakistan can bring its largest yet most backward province into the national mainstream by investing in the Blue Economy.

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Maliha Zeba Khan. "Strategic Human Resource Development: Investing in Balochistan’s Blue Economy." Strategic Studies 40, no. 1 (April 30, 2020): 87–102. http://dx.doi.org/10.53532/ss.040.01.0088.

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Human resource development falls under a state’s primary responsibilities. Educated and skilled human resources are not only an asset but also a prerequisite to the progress of the state. Pakistan, with a vast coastline, has immense potential to boost its economy through exploring its maritime resources as base of the Blue Economy. Balochistan, the largest province of Pakistan while being rich in natural and maritime resources, makes a strong candidate for investing in the Blue Economy. Unfortunately, the province, despite its natural riches, has not flourished because of insufficient and inefficient faulty policies at all levels. The purpose of this paper is to analyse the maritime potential of Pakistan in general, and Balochistan in particular, while linking it with viable policies in relation to Strategic Human Resource Development (SHRD). By adopting the SHRD and formulating effective policies, Pakistan can bring its largest yet most backward province into the national mainstream by investing in the Blue Economy.

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22

Bader, Eman Ahmed, and Gagan Kukreja. "A Study of HR Audit Evaluation on Performance: Perceptions of Bahrain’s Wholesale Bankers." Journal of Business Management and Information Systems 2, no. 2 (December 31, 2015): 38–52. http://dx.doi.org/10.48001/jbmis.2015.0202004.

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Human Resources Audit measures human resource outputs and effectiveness under the given circumstances and the degree of utilization of human resource outputs. A human resources audit can be an effective first step towards building better human resources practices for an organization. This research study analyzes the extent of HR audit conducted by wholesale banks in Bahrain. The aim of the study is to assess the performance of the Wholesale banks Human Resource Department’s HR audit process in terms of management, hiring, employee relations & benefits, and employee separation strategies and policies. The research also aims towards identifying the gaps, lapses, irregularities, short-comings, in the implementation of the Policies, procedures, practices, directives, of the Human Resource Department and to suggest remedial actions. The study aimed towards suggesting measures and corrective steps to rectify the mistakes, shortcomings if any, for future guidance, and advise for effective performance of the work of the Human Resource Department.

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23

Tsymbaliuk, S., A. Vasylyk, and Kh Stoliaruk. "Green human resource management policies and practices in Ukraine." IOP Conference Series: Earth and Environmental Science 915, no. 1 (November 1, 2021): 012010. http://dx.doi.org/10.1088/1755-1315/915/1/012010.

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Abstract The main purpose of the study is to assess the development and implementation of GHRM policies and identify prospects for the dissemination of GHRM practices in Ukraine. The results of the survey confirmed the working hypotheses: the practice of developing GHRM policies in Ukraine has not become widespread and there are no effective mechanisms for implementing GHRM policies. The research showed the average level of respondents’ assessment of their awareness of GHRM practices. The study confirmed a lack of effective mechanisms and tools for their implementation: units and employees responsible for implementing the GHRM policy; regulation of tasks, duties and responsibilities of employees; practices of planning the number of employees required for the implementation of environmental initiatives and activities; development of green competencies; informing employees about the GHRM policies implementation; involvement of employees in the formation of green policies and solving ecological problems; survey of employees’ opinion on corporate green practices. The paper focuses on the necessity of disseminating the practices of developing and implementing GHRM policies, it is crucial to raise the awareness of managers and HR specialists.

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24

Wielewska, Izabela, Marzena Kacprzak, Agnieszka Król, Artur Czech, Dagmara K. Zuzek, Katarzyna Gralak, and Renata Marks-Bielska. "Green human resource management." Ekonomia i Środowisko - Economics and Environment 83, no. 4 (January 12, 2023): 276–302. http://dx.doi.org/10.34659/eis.2022.83.4.496.

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Green human resource management means taking action and shaping and promoting pro-ecological attitudes in the working environment. The purpose of this study is to investigate the role of green Human Resource Management (HRM) and green corporate policies in environmental sustainability. Research in this area was carried out among 346 employees employed in enterprises from various industries in Poland in 2021. An online questionnaire was used in the study. The obtained results were subjected to statistical analysis; a logistic regression model was applied using the Statistica computer package. The conducted research showed that the employees' awareness of green competencies and the employer's activities in environmental training and education are statistically significant. Still, employers should emphasise the environmental education of employed staff in conjunction with their job position.

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25

Kramar, R. "Developing and Implementing Work and Family Policies: The Implications for Human Resource Policies." Asia Pacific Journal of Human Resources 35, no. 3 (March 1, 1998): 1–18. http://dx.doi.org/10.1177/103841119803500301.

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26

Lukaszewski, Kimberly, Diana Stone, and Richard Johnson. "Impact of Human Resource Information System Policies on Privacy." AIS Transactions on Human-Computer Interaction 8, no. 2 (June 30, 2016): 58–73. http://dx.doi.org/10.17705/1thci.00079.

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27

Kinnie, N. K., and A. J. Arthurs. "Human Resource Policies and the Introduction of Information Technology." Management Research News 11, no. 1/2 (January 1988): 39–40. http://dx.doi.org/10.1108/eb027954.

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28

Noh, Meansun, Hyunha Shin, and Hosoo Cho. "Matrix Analysis of Human Resource Policies and Policy Implications." Innovation studies 13, no. 4 (November 30, 2018): 99–123. http://dx.doi.org/10.46251/innos.2018.11.13.4.99.

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29

Khan, Noor Ullah, Amran Md Rasli, and Muhammad Imran Qureshi. "Greening Human Resource Management: A Review Policies and Practices." Advanced Science Letters 23, no. 9 (September 1, 2017): 8934–38. http://dx.doi.org/10.1166/asl.2017.9998.

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30

FIORITO, JACK, CHRISTOPHER LOWMAN, and FORREST D. NELSON. "The Impact of Human Resource Policies on Union Organizing." Industrial Relations 26, no. 2 (March 1987): 113–26. http://dx.doi.org/10.1111/j.1468-232x.1987.tb00698.x.

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31

Lee, Jean S. K., and Jasmine C. L. Pow. "Human resource policies for women – a study in Singapore." Journal of Management Development 18, no. 4 (June 1999): 326–41. http://dx.doi.org/10.1108/02621719910265522.

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32

KOCH, MARIANNE J., and RITA GUNTHER McGRATH. "IMPROVING LABOR PRODUCTIVITY: HUMAN RESOURCE MANAGEMENT POLICIES DO MATTER." Strategic Management Journal 17, no. 5 (May 1996): 335–54. http://dx.doi.org/10.1002/(sici)1097-0266(199605)17:5<335::aid-smj814>3.0.co;2-r.

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33

Nuangjamnong, Chompu, and Stanislaw Paul MAJ. "Strategic Human Resource Management in International Organizations." Modern Applied Science 11, no. 5 (April 8, 2017): 1. http://dx.doi.org/10.5539/mas.v11n5p1.

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This an initial study of Strategic Human Resources in Human Resource Management. This is important because in a globally competitive economy company longevity depends upon its more important aspect – their staff. This is principally governed by resource management principles and policies. This paper presents the results of a wide range of companies in different industries and with different ownership models using statistical methods. The results clearly show human resource practices have a positive impact on organisations.

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34

Arzamasova, G. S., and I. A. Esaulova. "Green Human Resource Management a Concept of Human Resources Management of Environmentally Responsible Business." Vestnik NSUEM, no. 2 (July 6, 2020): 42–53. http://dx.doi.org/10.34020/2073-6495-2020-2-042-053.

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The article presents an analysis of scientific approaches to human resource management in the context of the environmental sustainability of an organization within the framework of the Green Human Resource Management (GHRM) concept. Two directions of GHRM were identified: an environmentally-oriented approach based on the application of traditional personnel management practices in the environmental management system (recruitment, introduction to work, assessment, training and incentives fo employees), and environmentally-integrated – including a wide range of management policies and practices that promote corporate environmental strategy through the integration of environmental values and company goals into activities at every workplace. The directions and tasks of forming the GHRM concept that are relevant for Russian researcher and HR-managers are identified.

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35

Ahmed Saeed A, Alshahrani, Alqahtani Abdulaziz Mubark, and Alshahrani Bander Sayaf Z. "Exploring Human Resource Management System of Saudi Electricity Company: A Review of Policies for Effective Workforce Management." International Journal of Management Science and Business Administration 1, no. 4 (2015): 25–40. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.14.1002.

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In this paper, we investigate the current state of human resource management development by conducting a case study of Saudi Electricity Company. Through interviews with HR managers, documentation and archival records examination, we were able to describe and systemize HR policies designed to ensure the well-being of Saudi Electricity Company employees. The findings suggest that Saudi Electricity Company’s level of HRM practice is of appropriate level, with comprehensive medical and social care being provided. Furthermore, the company recognizes good work performed by the employees and rewards them for their loyalty. Through the implementation of the performance management system, the company is able to evaluate the performance of the employees, monitor their progress and offer training and development programs. The value of the conducted case study is that other Saudi Arabian companies can learn and implement similar policies from a successful Saudi Arabian case, instead of blindly copying western management practices.

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36

Brudney, Jeffrey L., and Lucas C. P. M. Meijs. "Our Common Commons: Policies for Sustaining Volunteer Energy." Nonprofit Policy Forum 4, no. 1 (May 10, 2013): 29–45. http://dx.doi.org/10.1515/npf-2012-0004.

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AbstractBrudney and Meijs (2009) conceive of volunteer energy as a social resource that constitutes the basis for (organizationally based) volunteering. They show that volunteer energy can be compared to a human-made, renewable resource that can be grown and recycled – but likewise one that is subject to misuse and misappropriation that can imperil the vitality of the resource. They explain that to a certain extent, volunteer energy is a common pool resource with free access for all volunteer-involving organizations, especially given the trend that people are less committed to one organization. As a consequence, volunteer-involving organizations must be collectively interested in making more volunteer energy available, now and in the future. As with other resources, sustaining the volunteer resource is becoming an issue. Thus, the need arises to develop an approach to the collective challenge of governing the volunteer energy commons. To this challenge we apply the design principles of Elinor Ostrom (1990) for robust governance of the common pool resource.

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37

Hasanah, Neneng, Lias Hasibuan, and Kasful Anwar Us. "Human Resources Development Policies and Strategies: The Efforts to Strengthen Institutions." INNOVATIO: Journal for Religious Innovation Studies 20, no. 2 (December 31, 2020): 137–50. http://dx.doi.org/10.30631/innovatio.v20i2.113.

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Abstract: Human resources are one of the most fundamental parts in the development and renewal of a nation. The qualification of human resources will determine whether or not the goals of an institution or institution are achieved. The quality of human resources needs to be developed in order to be able to face competitive social transformations. This article aims to explain the concept of human resources, identification of the value of human resources and human resource development efforts. This article is a library research whose main source is literature on human resources, human resource development strategies and development and reform. Broadly speaking, it can be concluded that strategies are needed in developing human resources so that the quality can be transformed into a more up to date direction. One aspect that can support the process of developing human resources is the aspect of education. Keywords: human resources, development strategy, institutions. Abstrak: Sumber daya manusia merupakan salah satu bagian yang sangat fundamental dalam pembangunan dan pembaharuan suatu bangsa. Kualifikasi sumber daya manusia sangat menentukan tercapai atau tidaknya tujuan suatu institusi ataupun lembaga. Kualitas sumber daya manusia tersebut perlu untuk dikembangkan, supaya mampu menghadapi transformasi sosial yang kompetitif. Artikel ini bertujuan untuk menjelaskan tentang konsep sumber daya manusia, identifikasi nilai sumber daya manusia dan upaya pengembangan sumber daya manusia. Artikel ini merupakan penelitian pustaka yang sumber utamanya adalah literature tentang sumber daya manusia, strategi pengembangan sumber daya manusia serta pembangunan dan pembahuaruan. Secara garis besar dapat disimpulkan bahwa sangat diperlukan strategi-strategi dalam pengembangan sumber daya manusia agar kualitasnya mampu bertransformasi ke arah yang lebih up to date. Salah satu aspek yang dapat menunjang proses pengembangan sumber daya manusia adalah aspek pendidikan. Kata-kata kunci: sumber daya manusia, strategi pengembangan, institusi.

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38

Amba-Rao, Sita C., and Dilip Pendse. "Human Resource Compensation and Maintenance Practices." American Journal of Small Business 10, no. 2 (October 1985): 19–29. http://dx.doi.org/10.1177/104225878501000203.

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A survey of small business firms In North-Central Indiana Indicated that, while these firms provided a work place and an Income to employees, most of their practices on compensation and maintenance of human resources lacked a systematic and rational approach. Their emphasis appeared to be more on the short run rather than on the long run. Further, small businesses seemed to lack an understanding of the relationship between productivity and generally accepted human resource management practices. In the absence of clear, written policies on human resource maintenance and compensation, small firms will continue to have personnel-related problems. Further research needs In this area are suggested.

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39

Arasa, Mary. "IMPLEMENTATION OF HUMAN RESOURCE MANAGEMENT PRACTICES AT KISII TEACHING AND REFERRAL HOSPITAL." Edith Cowan Journal of Human Resource and Leadership 1, no. 1 (September 5, 2021): 30–38. http://dx.doi.org/10.55077/edithcowanjournalofhumanresourceandleadership.v1i1.9.

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Purpose: Human resource management functions involve the management and development of people in organizations, formulation and implementation of human resource practices and policies. The aim of this study was to establish challenges facing the human resource management practices at Kisii Teaching and Referral Hospital. Design/ Methodology/Approach: The methodology employed in this research was a case study design. The tool used was an interview guide. Respondents were drawn from the human resource department and two line managers were interviewed. The interviews were well versed with the human resource management function and had knowledge and understanding of Kisii Referral Hospital's operations. Findings: Results from the study established that human resource managers at Kisii Referral Hospital experience challenges of policies and procedures that curtail recruitment such as delayed information from line managers on staffing requirements for departments. Contribution to policy and practice: the study is of importance to the management of Kisii Teaching and Referral, and the government. It will help the hospital's management in managing its human resources and also aid in addressing the myriad challenges facing the human resource managers. Originality/Value: The study extends the literature on human resource management.

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40

Betton, John, and Susan Willey. "Contradictions in human resource commitment and employment-at-will policies." Employee Responsibilities and Rights Journal 1, no. 4 (December 1988): 313–21. http://dx.doi.org/10.1007/bf01556939.

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41

Mtembu, Vuyokazi. "Does having knowledge of green human resource management practices influence its implementation within organizations?" Problems and Perspectives in Management 17, no. 2 (May 30, 2019): 267–76. http://dx.doi.org/10.21511/ppm.17(2).2019.20.

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Sustainability and green practices are in the frontline of issues organizations globally are concerned about because of the consequences of climate change and its challenges. The objective and key question of this study was to determine whether there is a relationship between knowledge of green human resource management (HRM) practices and its implementation within the organizations. The study followed a methodology of triangulated empirical research approach with a combined method of qualitative and quantitative research approaches. Human resource practitioners from human resource divisions in higher education institutions in KwaZulu-Natal, South Africa, formed the population surveyed. Interview schedule and questionnaires were instruments used in data collection. Thematic analysis was used to analyze data collected from interviews. Statistical Package for Social Sciences (SPSS) version 24 was used to analyze quantitative data collected. About half of HR practitioners indicated minimal awareness of the concept ‘green HRM’, but reflected moderate knowledge and understanding of green HRM activities. Overall, the findings revealed a moderate application of green HRM principles in HRM activities in the institutions. There was no policy framework in the form of green HRM policies to drive green activities within the HR divisions and institutionally. Findings also revealed that there is a relationship between knowledge of green HRM activities and its implementation within the organization. Also, a strong correlation was found to exist between green HRM policies and implementation of green HRM activities in the organization. This then led the researcher to recommend that organizations who aspire to go green, be resource efficient and sustainable will need to have green HRM policies in place, they will also need to ensure that training and awareness workshops on green HRM are conducted to skill and equip all stakeholders involved.

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42

Katou, Anastasia. "Innovation and Human Resource Management: the Greek Experience." Organizacija 41, no. 3 (May 1, 2008): 81–90. http://dx.doi.org/10.2478/v10051-008-0009-3.

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Innovation and Human Resource Management: the Greek ExperienceThe purpose of this paper is to investigate the pathways leading from innovation to organisational performance by using structural equation modelling. Specifically, we used this analytical tool to test a research framework that is constituted by a set of causal relationships between organisational contingencies, innovation, HRM policies (resourcing, training, rewards, relations), HRM outcomes (skills, attitudes, behaviour), and organisational performance. Employing data from organisations operating in the Greek manufacturing sector, results indicate that the impact of innovation on organisational performance is positive and mediated through HRM policies and HRM outcomes, and moderated by organisational context (management style, organisational culture).

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Quynh Anh, Kieu, and Kieu Tuan Anh. "STATE MANAGEMENT ON SCIENTIFIC AND TECHNOLOGICAL HUMAN RESOURCE DEVELOPMENT IN VIET NAM." International Journal of Education Humanities and Social Science 05, no. 02 (2022): 134–41. http://dx.doi.org/10.54922/ijehss.2022.0371.

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In the context of industrial revolution 4.0 and the development of the knowledge economy, scientific and technological human resources are an important resource in scientific and technological development in particular and socio-economic development in general. Therefore, the development of scientific and technological human resources is always concerned by the Communist Party of Vietnam and the Government. In recent years, Vietnam has formulated and promulgated many plans, projects, strategies, legal documents, policies on human resource development in order to renovate state management of scientific and technological human resource development.

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Haiven, Judy. "Book Review: Human Resource Policies and Procedures for Nonprofit Organizations." Nonprofit and Voluntary Sector Quarterly 35, no. 3 (September 2006): 545–48. http://dx.doi.org/10.1177/0899764006286975.

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Collings, David G. "International Human Resource Management: Policies and Practices for Multinational Enterprises." International Journal of Human Resource Management 23, no. 7 (April 2012): 1509–11. http://dx.doi.org/10.1080/09585192.2012.659050.

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Kostoglou, Vassilis, Konstantinos Paparrizos, and Costas Zafiropoulos. "Investigating human resource management policies of the ICT labour market." Operational Research 4, no. 1 (January 2004): 57–72. http://dx.doi.org/10.1007/bf02941096.

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Szőke, Brigitta, Eszter Ilona Tóth, and Péter Vanó. "The Links between Human Resources Management and Corporate and Human Resources Strategy." Acta Carolus Robertus 12, no. 1 (July 28, 2022): 85–95. http://dx.doi.org/10.33032/acr.2878.

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The macroeconomic environment has a significant impact on the economic performance of organisations, and therefore has a significant impact on the management of human resources and the need to manage them. The legal regulation of the labour market is carried out by the parliament, the government and local government bodies. All these legal regulators have a major impact on human resource management by setting the conditions of employment and dismissal, the rights of workers and employers. Employee organisations are involved in both the employer and the employee as the representative of the employee's interests. In this way they also have a direct influence on the management of the workforce in their organisations. Consequently, workers' organisations can also assert their rights in labour legislation, thus indirectly influencing labour management to a large extent. Our research is based on the identification of various documents, policies and written strategies. The aim of our analysis is to examine whether strategic human resource management is feasible without properly established processes and policies. Furthermore, we will study the benefits that the adoption of a written human resources strategy can bring to organisations.

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Yaghi, Abdulfattah. "Is it the human resource policy to blame?" Gender in Management: An International Journal 31, no. 7 (October 3, 2016): 479–95. http://dx.doi.org/10.1108/gm-11-2015-0094.

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Purpose The purpose of this paper is to examine the multi-dimensionality of women managers’ turnover in the United Arab Emirates. The study argues that several factors besides public policy influence turnover. Design/methodology/approach A special survey was developed and administered to a convenience sample of 298 local women managers in both sectors. Descriptive statistics, Cronbach’s alpha, Pearson and multiple regression analyses were used. Findings The empirical analyses provided support to the multidimensionality of turnover. In addition, turnover was predicted by a model of eight factors (adjusted R2 = 0.456), namely, economic needs, quality of work life, leadership type and practices, social needs, marital status, organisational satisfaction, organisational commitment and public policy. Research limitations/implications The study was rich, empirical data were gathered and analysed along with qualitative literature. Gender remains salient in organisations as human resource policies alone are incapable of retaining women in leadership. Limited sample size and convenience sampling method may limit the generalizability of the findings. Practical implications Workplace conditions complement human resource policies; hence, the success of the latter relies on the success of the former. Economic incentives remain significant to motivating managers and retaining women in leadership jobs. Social implications Human resource management policies, such as Emiratisation, cannot be successful without empowering women. Originality/value The originality of this paper is drawn from using first-hand data to examine the multi-dimensionality argument of turnover in addition to the advancement of gender studies in leadership and management. The study also provided evidence that rationality (i.e. economic means) remains important to retain women managers.

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Hieu - Peter, Nguyen Quoc. "Human Resource Management for Vocational Schools at Bac Ninh Province, Vietnam: A Model Faculty Development Program." International Journal of Educational Studies 2, no. 4 (December 19, 2019): 249–54. http://dx.doi.org/10.53935/2641-533x.v2i4.127.

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The study aimed to evaluate the “Human resource management for vocational schools at Bac Ninh province, Viet Nam: A model of faculty development program”. It concentrated on evaluating the existing Human resource management for vocational schools of the province, determining the demographic profile of the respondents, profile of vocational schools. In order to come up with this analysis, a survey covering 50 specific vocational schools was implemented aiming to assess the current status of the development of contingent of teachers and the factors affecting the development of teaching staff for vocational schools in Bac Ninh province such as Human resource planning; recruitment and selection; Training and development Retention and maintenance; Promotion; Labor relations; and Transfer and retirement. Thereby, identifying the limitations in Human resource management of vocational schools. Based on all the findings of this study, the following conclusions were derived: The human resource management of vocational schools on Bac Ninh province was still limited. Human resources were in sufficient quantity, but the structure not to be reasonable, lack of highly qualified and experienced faculty. Support policies are not sufficient to motivate faculty and attract highly qualified human resources. From the cited summary of findings and conclusions, the following are hereby recommended: Re-examining all the plans and programs for the Quality of Human Resource so that necessary updating and modification can be done; Strongly focusing on the recruitment process and policies of training and retraining human resources, Specific strategies for implementing these plans must also be considered. Conducting regular evaluations of all the programs must be implemented.

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Quoc Hieu - Peter, Nguyen. "Human Resource Management for Vocational Schools at Bac Ninh Province, Vietnam: A Model Faculty Development Program." Research Journal of Education, no. 56 (June 15, 2019): 86–90. http://dx.doi.org/10.32861/rje.56.86.90.

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The study aimed to evaluate the “Human resource management for vocational schools at Bac Ninh province, Viet Nam: A model of faculty development program”. It concentrated on evaluating the existing Human resource management for vocational schools of the province, determining demographic profile of the respondents, profile of vocational schools. In order to come up with this analysis, a survey covering 50 specific vocational schools is implemented aiming to assess current status of the development of contingent of teachers and the factors affecting the development of teaching staff for vocational schools in Bac Ninh province such as Human resource planning; Recruitment and selection; Training and development Retention and maintenance; Promotion; Labor relations; and Transfer and retirement. Thereby, identifing the limitations in Human resource management of vocational schools. Based from all the findings of this study, the following conclusions were derived: The human resource management of vocational schools on Bac Ninh province still limited. Human resources in sufficient quantity, but the structure is not reasonable, lack of highly qualified and experienced faculty. Support policies are not sufficient to motivate faculty and attract highly qualified human resources. From the cited summary of findings and conclusions, the following are hereby recommended: Re-examining all the plans and programs for the Quality of Human Resource so that necessary updating and modification can be done; Strongly focusing on recruitment process and policies of training and retraining human resources, Specific strategies for implementing these plans must also be considered. Conducting regular evaluation of all the programs must be implemented.

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