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A new mandate for human resources
Abstract
Should we do away with HR? In recent years, a number of people who study and write about business--along with many who run businesses--have been debating that question. The debate arises out of serious and widespread doubts about HR's contribution to organizational performance. Dave Ulrich acknowledges that HR, as it is configured today in many companies, is indeed ineffective, incompetent, and costly. But he contends that it has never been more necessary. The solution, he believes, is to create an entirely new role for the field that focuses it not on traditional HR activities, such as staffing and compensation, but on business results that enrich the company's value to customers, investors, and employees. Ulrich elaborates on four broad tasks for HR that would allow it to help deliver organizational excellence. First, HR should become a partner in strategy execution. Second, it should become an expert in the way work is organized and executed. Third, it should become a champion for employees. And fourth, it should become an agent of continual change. Fulfilling this agenda would mean that every one of HR's activities would in some concrete way help a company better serve its customers or otherwise increase shareholder value. Can HR transform itself on its own? Certainly not--in fact, the primary responsibility for transforming the role of HR, Ulrich says, belongs to the CEO and to every line manager who works with the HR staff. Competitive success is a function of organizational excellence, and senior managers must hold HR accountable for delivering it.
... In the UK, some executives began to realize the new roles and responsibilities of the personnel department, such as communication management, quality, team building, problem solving in teams and the like (Storey, 1992). Prominent HR expert Ulrich (1998) believes that in organizations, the roles and responsibilities of HR are not only defined by what it does, rather by what it really delivers for the satisfaction of customers, investors and employees. ...
... HR is becoming a "strategic partner" within many businesses (Ulrich, 1998) and senior managers are asking HR professionals to define overall organizational architecture in terms of organizational culture, competencies, rewards, governance, work process and leadership. However, Truss et al. (2002) argue that success depends on the ability of an HR department to perform such a role effectively and the ability to influence others to accept this changed role for HR. ...
... HR professionals have an important role to play in making people accept the change. They have to create high-performing teams, reduce IJPPM 59,4 the cycle time for innovation, and/or ensure that new technology is appropriately deployed (Ulrich, 1998). In such cases instead of the "traditional" administrative role, the HR department may have to play a client-centered role (Caldwell, 2003) in delivering best practices such as employment security selective hiring, self-managed teams and decentralization, high compensation contingent on performance, training, reduction of status differences, and the sharing of information (Pfeffer, 1998). ...
Purpose-A firm's competitiveness depends on its capacity to manage performance and improve the development of the skills and competencies of employees-creating a learning environment. Although the Nepalese economy has embraced an open market policy and is attempting to join the global market, competitive advantage is being hindered by a failure to address human resource development (HRD) and by poor performance management (PM) practices. This paper seeks to address this issue. Design/methodology/approach-The research article raises three research questions: What is the concept of PM-how does it relate to HRD? What is the PM and HRD context and what are the associated issues in Nepalese organizations? and How could new structure and roles improve HRD for PM? In order to answer these research questions Anglo-Saxon and Nepalese literature is reviewed. Findings-In order to manage PM in Nepalese organizations a clear link between organizational objectives and outcomes should be established by developing a human capital base in organizations. HRD professionals help to integrate HRD functions and organizational objectives by creating a learning environment. Research limitations/implications-The study is not survey-based and thus information is largely collected from published literature rather than perceptions of employees, management and labour unions and the authenticity of the prescribed four-column-model is yet to be tested. Originality/value-A four-column model comprising HRD and PM context, PM issues, HRD issues, and the new HRD structure and functions is developed and can be used as a framework for undertaking future research. This framework is the main contribution of the paper.
... A recent report of (CIPD, 2006) indicates that line manager"s intervention in various aspects of employee development such as coaching, communication, empowering employees, developing an organizational culture, work engagement and involvement has a positive impact on the overall organizational performance (Hutchinson & Purcell, 2003). In addition, (Ulrich, 1998) and (Jackson & Schuler, 2000) identifies that a partnership approach to HR need the connection of HR activities in to the work of line managers, which is quite significant in terms of engaging and involving employees within their job roles. However there is a potential bias in the literature, which have been identified by (McGovern, et al, 1997) that line managers responsibility for HRM is being problematic. ...
... It is a role that may also encompass responsibility for health and safety, risk management and equality and diversity at work". In fact, in their new role, line managers must be held accountable for ensuring that employees are engagedthat they feel committed to the organization and contribute fully in order to intensify the business performance of the firm (Ulrich, 1998). Further more, commitment could be intensified by attending the social needs of employees for instance, picnics, and parties and so on. ...
... HR should now take responsibility for directing and training line managers about the significance of high employee morale and engagement processes and how to achieve it. In addition, the contemporary HR should be the employees" voice in management decisions, offer social support, relationships, empowerment, and provide resources that help individuals meet the demands if all the factors which are described above integrated or collaborated together within the HR role and functions, then the employees would undoubtedly come up with better business performance within an organization (Ulrich, 1998). ...
In this era of economic downturn, corporate and organizational progress does not necessarily translates into human and people development and thus due to the past decades, there is a growing competition all over the world and every business organization is seeking for ways on how to compete successfully in such an environment and this apparently would induce the corporate world to jump at the opportunity to promote productivity within an organization. In this context, the research discovered the need of the most significant and contemporary practice of organization called "Employee Engagement" that could easily foster organizational performance in the long run. Seen in this light, this piece of research identifies the root causes of engagement issues and processes. To put it in other way, this study significantly examines what the employees aspire in order to get involved and engaged within their job roles and also think about the implications of addressing the factors that Line Managers" should espoused to enhance engagement in order to improve organizational performance. In fact, the primary research findings indicated the lack of engagement processes among employees within the firm and exhibit the importance of promoting pay, recognition, autonomy, social support, and relationships, transparent methods of recruitment & selection, and flexible work hours to engage employees.
... Besides the innovation energy and its five working mechanisms, this article has a focus on the need for more strategic and operational HRM attention for the total IWB process. Managers often focus on the content of the innovation (the new product or service which leads to businesses opportunities) and neglect the change process aspects of the innovation [19,20] . ...
... Ulrich [19] pointed out that there are widespread doubts about the contribution of HRM on the organisational performance and stated that a new mandate is necessary because HRM is needed now more than ever. To achieve organisational excellence in a competitive world, there must be a "focus on learning, quality, teamwork, and reengineering, driven by the way organisations get things done and how they treat their people, which are fundamental HRM issues." ...
... They had to generate ideas and construct a bridge between vision and reality. The problem recognition stage was not mentioned much (19) because the innovators see problems as interesting obstacles and immediately start with idea generation. Idea realisation was also not much mentioned (21), which is logical because this is the task of their operational colleagues. ...
p>This paper provides insight into innovation energy, its five working mechanisms and innovative work behaviour (IWB). Although human energy is often mentioned as an important factor in theories about motivation, it still is an unexplored theme in literature. The management in organisations often focus on the innovation content and neglect the process aspects. Strategic and operational HRM involvement is needed for realising the essential conditions for the innovation energy of innovative employees. An abductive case study on innovation energy took place in five educational departments of one academy at Saxion University of Applied Sciences in the Netherlands. We interviewed 21 innovating lecturers and their five team leaders individually and organised five focus groups with in total 17 team members. Innovation energy converts individual innovation properties (creativity, psychological empowerment and optimism) into IWB. Organisations must pay attention to these properties and four other working mechanisms (autonomy, teamwork, leadership and external contacts) which influence this conversion process. HRM professionals should be involved with innovation processes to realise the right conditions for innovation energy together with the line management. The construct of innovation energy with five working mechanisms gives more insight into the IWB process from the perspective of the engaged employee with IWB. This research contributes to the body of knowledge on IWB, (human) innovation energy and engagement in relation to HRM. </p
... As a result, the term "change agent" refers to a person or organization "responsible for leading change" (Balogun & Hope-Hailey, 2004). Ulrich (1998) highlighted that HR has to push an organization to go forward and change. ...
... One of HR's responsibilities is to increase the organization's capacity to adapt to change. It will ensure that HR Departments understand the need for change projects to be concentrated on building high-performance work teams, shortening the innovation cycle, and deploying technology as planned, created, and delivered promptly (Ulrich, 1998 • Change Driver -Internal Factors: ...
... Enhancing the organization's ability to accept and profit from the change is the change agent's responsibility. Agents of Change will guarantee that efforts to adopt new technology, shorten the innovation cycle, or build high-performing teams, are identified created and delivered as per the defined schedule (Ulrich, 1998 A Change Agent must: ...
Over the last two decades, human resource (HR) professionals have been challenged with a new mandate to become Change Agents (Storey, 1992; Ulrich, 1997). Since then, research has focused on different ways through which HR assumes this role to facilitate successful organizational change and contribute to sustained organizational performance (Alfes, Truss, & Gill, 2010; Long, Wan Ismail, & Amin, 2013). This research study aims to investigate the role of HR as a Change Agent within organizations working in Pakistan. The data was collected all over Pakistan from different types of Organizations. The respondents were part of the Management Team and belonged to different departments of these organizations. The sample size was 387, A questionnaire was developed and distributed to receive responses from the professionals. 324 (83.72%) respondents responded that their organization has inaugurated a Change Management Process (CMP) during the past decade. According to 279 (72.09%) respondents their organizations inaugurated CMP due to both Internal and External Factors. According to 169 (43.67%) respondents in their organization the Change Policy was designed and developed by the HR Department. Simultaneously, according to 197 (50.90%) respondents in their organization, the Change Policy was executed by the HR Department, and the Statistical results show that most of the organizations achieved their Change Management objectives.
A model was developed to evaluate the results and Structural Equation Modelling (SEM) has been used to analyse the results. In which, we analyzed the effect of Change Drivers (CD) - Internal and External Factors on the Change Management Process (CMP),
and then we analyzed the impact of CD on the Human Social Capital (HSC). Further, we analyzed the impact of HSC on the CMP. At last, we analyzed the impact of the CMP on Organisational Effectiveness (OE). Meanwhile, we have analyzed the moderating relationship of HR on the CMP and OE and the other hand the mediating relationship of HSC on CD and CMP.
... Although HR experts have been bringing different perspectives, practices, and tools over the decades (Ulrich 1998), few scholars, as cited in Cooke (2018), are not truly satisfied with the results of research undertaken over the last three decades. They argue that the HR research "has neither proved the causal link between certain types of HRM practices and organizational performance nor has this body of increasingly positivist-oriented research brought significant advancement in our understanding of the complexity of organizational life to make our research relevant to management practices" (cited in Cooke 2018, p. 3;Mariappanadar and Kramar 2014). ...
... The impact of HRM practices and corporate performance has been widely debated ever since (Becker and Gerhart 1996;Kaplan and Norton 1992;Ulrich 1998;Guest 2001;Guest 2000;Guest 1997;Huselid 1995). Research in the past suggests that firms that engage in a strategy formulation process that systematically and reciprocally considers human resources and competitive strategy will perform better than others (Lengnick-Hall and Lengnick-Hall 1988). ...
This research aims to explore the degree of sustainable development goals (SDGs) integration in Nepalese enterprises’ human resource management (HRM) systems. It is exploratory research that applies both qualitative and quantitative techniques. The research indicates that although some SDGs’ supporting activities are undergoing in enterprises, they are unaccounted for and not reported. Despite some of the enterprises’ activities having HRM practices to support SDGs 1, 2, 8, and 12, they do not cascade from top-level objectives, strategies, and planning. A holistic perspective of sustainable human resource management (SHRM) is required to mitigate future environmental, social, and economic challenges. Regarding the implications of the research, this research provides a number of trailing dots to enterprises and researchers that need to be filled by drawing a line. Since the concept of sustainability is understood just in the form of corporate social responsibility in Nepalese enterprises, the responses of the respondents were difficult to comprehend in the form of sustainability to solve the SDGs-related challenges. No research has been conducted in the past in the field of sustainable HRM in Nepalese enterprises. Therefore, an additional novelty that can be derived from this research could be beneficial for other low- and middle-income countries.
... Coaching can be an uncomfortable process for LMs who do not have training (de Jong, Leenders & Thijssen, 1999). Works by Eisenstat (1996); Hutchinson and Wood (1995);and Ulrich (1997and Ulrich ( , 1998 are proposing and supporting the move for a partnership between HR and the line, to encourage strategic employee development, and a clear cut of duties between HR and the line. This will entail integrating HR activities into the work of LMs (Jackson & Schuler, 2000). ...
... Towards alleviating the barriers experienced by LMs in their involvement in HR activities, works by Eisenstat (1996); Hutchinson and Wood (1995); and Ulrich (1997Ulrich ( , 1998Ulrich ( , 2001 are proposing and supporting the move for a partnership between HR and the line, to encourage strategic employee development and a clear cut of duties between HR and the line. This will entail integrating HR activities into the work of LMs (Jackson & Schuler, 2000). ...
Purpose: This study aims to explain the role of line managers in human resource activities. It is a case study in West Midlands.Design/methodology/approach: The trend of line managers (LMs) involvement in human resource (HR) activities has been on-going for a while. There has been a lot of intellectual debate and controversy on the issue. Also, organisations have faced lots of challenges due to this same issue. This study aims to discover how to cope with this problem by utilizing human resources activities. This research adopted a qualitative single case study approach on a University in West Midlands, UK. In the first instance, 35 respondents consisting of line managers and HR practitioners across the Business School were invited to participate in this research. Within the context of LMs, purposive sampling was used.Findings: The findings show that Line Managers that enhances abilities are significantly associated to HR activities. Line Managers that enhance motivation and involvement are significantly assocaited to HR activities. And the results showed that HR respondent 1 to 5 said LMs play an important role and are needed to carry out HR activities.Originality/value: The analysis of the case, highlights the benefits of the novel idea of line managers and human resource practitioners and contributes to the need for greater clarity and knowledge of the barriers in the involvement of LMs in HR activities. Social implications: This study has shown LMs and HR practitioners have their different reserves about working together but the issue presently is, none of them is dispensable so they have to work together. It is necessary for HR practitioners to consult LMs when formulating policies and procedures to ensure balance between business needs and standard policies, and procedures.
... Two components recognised and proven to create an organisation's competitive advantage are the commitment and competence of the members involved. This component is called Intellectual Capital [9]. ...
... The function of the police is aimed to create internal security, the order in society, service and assistance to the community, law enforcement and community policing. And the quality of the civilian police is measured by its ability to distance itself from the military character and draw closer to the community [9]. ...
This study aimed to analyse the strengthening of the institutional system in eradicating narcotics crimes in the North Sumatra Regional Police. This research was carried out using a qualitative approach involving collecting and analysing non-numeric data. The research unit is under the jurisdiction of the North Sumatra Regional Police.
The results of this study indicate that strengthening the institutional system of the North Sumatra Regional Police is carried out in three ways, namely strengthening the institutional system, strengthening regulations and human resources and strengthening the internal control system. In practice, each procedure is carried out based on applicable laws. There is an abuse of authority by members of the police, so the strengthening of the internal police system must always be improved. Even though Itwasda has carried out internally the monitoring system for narcotics abuse, it still requires external parties, namely the community, to support the implementation of the oversight function of the actions of members of the police.
... To promote a brand internally, the human resource (HR) department of a hotel is placed at the strategic center, and serves as the leader for creating cross-departmental synergy. The significance and necessity of the HR department in assisting core business policies have been the main concern in the industry and the academic community (Aurand, Gorchels, & Bishop, 2005;Becker, Huselid, Pickus, & Spratt, 1997;Ulrich, 1998). The HR department does not independently develop an internal branding project and relevant training materials; ...
... Sveiby (1997) afirmó que compañías que dependen altamente del conocimiento para lograr sus objetivos están obligadas a promover permanentemente el desarrollo de las competencias de sus trabajadores. Probst, Raub y Romhardt (2000) expresaron que la única manera de mantener la dinámica de desarrollo de las empresas intensivas en conocimiento es a través del desenvolvimiento cons-la visión de la empresa (Ulrich, 1998). ...
Gestión del Conocimiento ha sido un concepto actual, útil y llamativo, sin embargo difícil de abordar en la práctica. En particular, pocos pueden contestar con fluidez a la pregunta ¿cómo implementar de manera exitosa la Gestión del Conocimiento en una organización? A partir de mi experiencia como directivo en el sector privado y público y de mi quehacer como investigador y académico en Gestión del Conocimiento, he logrado crear un modelo en donde están, de acuerdo con mi juicio, las variables más relevantes que deben ser intervenidas para el logro de objetivos organizacionales a través de la Gestión del Conocimiento, con base en las personas. El foco del modelo es el talento humano. Son las personas las que adquieren, crean, documentan, transfieren y aplican conocimiento. De allí el título del libro. A la vez, el talento humano actúa en un contexto que cuenta con un diseño, capacidades y condiciones organizacionales que pueden o no favorecer la gestión del conocimiento. En los capítulos del libro se desarrollan los componentes del modelo, los cuales son: los procesos de Gestión del Conocimiento, la estrategia organizacional, el diseño organizacional, las capacidades organizacionales, las personas, la estrategia de Gestión del Conocimiento y el desempeño organizacional. MODELO DE GESTIÓN DEL CONOCIMIENTO BASADO EN TALENTO HUMANO Condiciones organizacionales DISEÑO organizacional Capacidades organizacionales personas Creación Distribución Aplicación Organización Estrategia gestión del conocimiento Estrategia Organizacional Desempeño organizacional Procesos Gestión del CONOCIMIENTO
... Human resource has been regarded as the key strategic asset of firms that seek to preserve competitive advantage due to the rise of knowledge work, shorter product life cycles, workforce diversity, flatter, leaner, and more participatory organizations (Akinyemi, 2007;Becker, Huselid & Ulrich, 2001;Kearns, 2004;Mercer, 2003;Pfeffer, 2007;Torraco & Swanson, 1996;Ulrich, 1998;Wright,1999). Human resource development is a specialized approach that shapes the underlying competencies that affect how firms compete (Armstrong, 2014). The development of human resources and the subsequent use of capabilities are related. ...
The level of employee commitment is a significant issue for many firms throughout the world. As a result, many firms are using a variety of human resource development techniques to increase employee commitment. Employee dissatisfaction has been voiced in the field of compensation, which is characterized by unequal rewards, inadequate compensation and lack of job security. The purpose of this research is to focus on analyzing the relationship between HRD dimensions and employees' commitment working across various commercial banks in Nepal. The study's independent variables were Training, Compensation, Job Security, and Reward. The dependent variable was employee commitment. The descriptive research design was used. The population of the study was 46408 employees and a simple random sample technique was used to choose 396 employees from 11 commercial banks under probability sampling method. Data were collected using a standardized questionnaire on Likert Scale with 1 specifying a strongly disagreement and 5 a strongly agreement. Descriptive statistics, correlation, and regression analysis were used to analyze the data. Cronbach's Alpha had been used to test for reliability. Reliability is acceptable with a Chronbach's Alpha rating of 0.76 on an average. IBM, SPSS version 26 was used to analyze the data. The study concluded that employees' Training, Compensation and Job Security had a favorable and significant relationship with employee commitment, Reward had a negative but significant impact on Employee Commitment. The study recommended that the policy makers and BOD of Nepalese Commercial banks should design an effective welfare policy to enhance commitment of employees.
... Employer branding is a combination of branding and people management [50] or, in other words, marketing and human resource management (HRM). Studies suggest that customer and employee alignment can be hoped for if marketing and human resources are strategically aligned [46]. Employer branding brings benefits not only to the organization but also to the employees [47]. ...
Nowadays, the demand of organizations for skilled employees has increased to fight against the insufficiency of human
capital. Attracting potential employees is a big challenge for organizations, which can be dealt with through employer
branding attractiveness. This study is conducted to provide a model of employer branding attractiveness in the
Khorasan Regional Electric Company. It is an applied study in terms of objectives, interpretive in terms of philosophy,
and exploratory in terms of nature, with a qualitative approach. The data are collected through semi-structured
interviews and analyzed using thematic analysis. The statistical population includes the employees of Khorasan
Regional Electric Company, who were selected through purposive sampling. According to the results, employer
branding attractiveness has economic, developmental, social, human-oriented, functional, innovative, and cultural
components that can be considered by organizations to attract and maintain human capital.
... Previous studies used the Ohlson (1995) model to analyse the value relevance where the Ohlson model (OM) relates MV to accounting data and other data (Ferraro and Veltri, 2011;Vafaei et al., 2011). In addition to book value (BV) and earnings per share (EPS), this study includes IC to find the relevant value of IC. Ulrich (1998) explains that there are direct and indirect factors in developing competitive advantage, namely; knowledge and differentiate themselves in customer service. Knowledge that comes from individuals within the organisation. ...
... As noted by Wuttaphan (2017), Human Capital theory is about human capital measurement and the aspect of human resource development has far-reaching implication. In this respect, Ulrich (1998) noted that human resource traditionally was viewed as a cost which should be avoided or at least reduced to the barest minimum. This believe is however changing. ...
A rt ic le h isto ry : Abstract The global economic revolution and information technology brought about continuous change in shareholders' expectation. Recently, shareholders are not only interested in organization financial performance but also interested in the process of value creation. Conventional accounting deploys historical data to present financial performance to users of information. Integrated accounting combines historical, financial and non-financial data to present financial performance and value creation. This study is an exploratory review of Conventional accounting and Integrated accounting; relating the two concepts to place of human resource in organizational reporting system. The study favored integrated accounting as it presents to stakeholders, comprehensive information on business performance and value creation which guide business decision.
... Notable for this shift in perception of HR is the work of Ulrich. Central to his conceptual framework is the belief that HR could 'create value' and contribute to organizations at a strategic and operational level, transforming HR from an 'incompetent, value-sapping support staff' (Ulrich, 1998) into a 'critical contributor to business success' (Ulrich, Allen, Brockbank, Younger, & Nyman, 2009). Under the purview of HR are the roles of process orientation, future focus, people orientation as well as operational day-to-day focus (Model of HRM Roles, Mansour et al 2015), while, according to Vasitha and Chauhan (2011) the main functions of university HR departments "can be listed into 3 main groups: personal utilization to meet organizational needs, motivation of employees to meet their needs and organizational needs in unison and maintenance of human relationships" (p. ...
The COVID epidemic, being an unprecedented time, brought with it rapid changes in both systems and structure and left no industry untouched. While e-learning had been gaining acceptance even leading to this epidemic, the ensuing lock downs brought a transformational change in the education, on-boarding every imaginable field to on-line systems. Many methods of blended teaching had already been in use in the field of education, however complete e-schooling was an alien and untested concept for most streams. This research study aims to analyze the role of Human Resources (HR) in the journey of the teaching fraternity from Blackboard-to-Whiteboard. This research study is about how exactly did the educators on-board onto this trend during this pandemic wave from last two years. The way, teaching fraternity provided training for using systems and transformation from traditional pedagogy to technical technology-oriented pedagogy. The teaching fraternity mindset to accommodate psychologically to work from home with shift of black board to white board. The role of institutions and human resource have been changed in due course of time. The results of the study indicated that all the factors were significantly related to a faculty's well-being and ably carrying out on-line teaching, however their awareness of role of HR & technical resources in institutions in these tasks remains largely a blind spot. This indicates that the HR and technical staff of higher education institutes should interact directly with the faculty's to get the acknowledgement of their role in the culture, career advancement, motivation and support spheres.
... Gambar 1.1 menjelaskan : bahwa menurut Ulrich (1998), praktek mengelola SDM yang berhasil akan memberi dampak dan efek positif pada pegawai itu sendiri dalam moral, komitmen, produktivitas dan kompetensinya. ...
From the main duties of members of the DPR RI and how members of the DPR RI can be elected for several periods as well as the results of interviews with members of the DPR RI who have been elected more than once. From table 1 it can be analyzed that with a total of 11 commissions and the average number of members of each commission is 53 members. So from the data obtained, the number of members of the DPR RI who were elected for more than 1 period still dominates in the 2019-2024 elections. Of the 575 elected members of the DPR RI, as many as 286 people or 49.74 percent are non-incumbents. (only once elected) as many as 298 people or 50.26 percent are incumbents (elected more than once). Of course, for members of the DPR who have been elected several times, they have abilities that can be realized and felt by the people who voted for them. SWOT Analysis Identification of Social and Emotional Competencies for Members of the Indonesian House of Representatives who were Effectively Elected by the People More than once (Study on Members of the Indonesian House of Representatives for the 2019-2024 Period) In analyzing the data collected, using SWOT analysis (Strengthness, Weakness, Opportunities, Threatment). The basic concept of this SWOT approach is to first identify the strengths and weaknesses as well as opportunities and threats so that the problems faced, how to achieve them and the actions that need to be taken to maximize strengths and seize existing opportunities and overcome weaknesses and threats can be identified. As for the factors of social competence and emotional competence for members of the DPR RI who have been effectively elected more than once. Emotional Self Awareness, describes how members of the DPR RI understand their own emotions so that they do not have an impact on others. The results of interviews with sources at the Democratic Party, Golkar and PDIP can explain that as a member of the DPR, one must be able to have self-comfort, the ability to think positively, recognize one's weaknesses to be able to control oneself. The second dimension in this study is self-management, with three measurements, namely self-control, achievement orientation and positive outlook. Self-control measures the efforts of members of the DPR RI in facing work challenges and criticism, the results of interviews that have been conducted explain that challenges must be faced, for that it is important for members of the DPR RI to equip themselves with knowledge and information in order to be able to face work challenges. The third dimension in this research is Relationship Management. Where relationship management is measured by four measurements, namely Communication to Influence, Conflict Management, Inspirational leadership and Negotiation. In the Communication to Influence measurement, analyzing the efforts of members of the DPR RI who were elected more than once in building communication with other people in overcoming problems in order to achieve an agreed solution .The fourth dimension in this study is Social Awareness, with four measurements, namely Empathy, Teamwork, Organizational awareness and National Adhesives. The results of the interview explained that as a member of the DPR RI, it is necessary to understand the problems presented by other people, receive messages with a calm attitude so that with a calm attitude they can find the best solution.
... In this context, Toffler states that the value of effective companies is primarily related to their possession of strategic skills related to the acquisition, creation, distribution, and exploitation of knowledge [30], while Hu and Randel emphasise that the ability to learn and develop as well as the transfer of knowledge are considered critical issues for the growth and survival of organisations as well as in terms of developing a competitive advantage [31]. Knowledge has become a direct competitive advantage for businesses offering ideas and associations [32]. Knowledge management enables knowledge to be created, shared, and applied to achieve corporate objectives [33]. ...
Sustainable development is an opportunity for modern enterprises to build unique market advantages, but it is always a kind of compromise between financial benefits and activities focused on environmental protection. It also requires companies to be able to acquire and process information, the sources of which are both internal and external, and to process it into effective knowledge. Quality management processes are an important element supporting knowledge management as a consequence of similar priorities. There are direct and indirect relationships between quality management, knowledge management and sustainable development. Related issues are an important element of modern research, but there are still some knowledge gaps that need to be filled. The authors, based on the literature analysis, concluded that there are no studies defining the relationship between quality management and knowledge management in the context of sustainable development relating to the Polish metal industry. Therefore, the objective of this study is to identify patterns of company activities in the area of knowledge management relating to the improvement of manufacturing processes in companies operating in the metal industry in Poland. At the same time, it was indicated which aspects of knowledge management are at the centre of management’s concerns. The study was carried out using a survey questionnaire, with 1930 questionnaires collected from employees in 50 companies selected for the study. The study carried out discovered that in the various areas of the Japanese knowledge management model, companies distribute the emphasis differently, which manifests itself in the procedures and ways of operating. At the same time, there are significant differences between large and medium-sized enterprises, indicating that the scale of operation influences the perception of the importance of individual elements of the knowledge management system in the context of sustainable development.
... Previous studies used the Ohlson (1995) model to analyse the value relevance where the Ohlson model (OM) relates MV to accounting data and other data (Ferraro and Veltri, 2011;Vafaei et al., 2011). In addition to book value (BV) and earnings per share (EPS), this study includes IC to find the relevant value of IC. Ulrich (1998) explains that there are direct and indirect factors in developing competitive advantage, namely; knowledge and differentiate themselves in customer service. Knowledge that comes from individuals within the organisation. ...
... There has been a shift in the dominant paradigm about human resources management. Human resources are now seen as an asset, or human capital, by organizations and must be managed as such (Ulrich, 1998). Strategic human resource management, also known as SHRM, is defined as "the integration of HR management with organizational strategy for the purpose of enhancing performance" (Hendry & Pettigrew, 1986). ...
Civil servant career development through talent management is an entity that is prioritized by the government. Talent management is a strategic approach to identifying, developing, and retaining individuals with exceptional potential and performance for critical organizational positions. The purpose of this study is to investigate and describe talent management-based state civil apparatus (ASN) career development in the context of a contemporary public service system. This study employs a qualitative approach and descriptive methodologies. The study's findings indicate that the Implementation of Talent Management adheres to the merit system's objective, planned, transparent, timely, accountable, political intervention-free, and KKN-free principles. Talent development in ASN is carried out through three main approaches: career acceleration, competency development, and qualification improvement. Although talent management-based ASN career development sounds good, there are several inhibiting factors that need to be addressed, such as leadership commitment and less than optimal follow-up assessments. It takes strong leadership commitment and policies in implementing a merit system and proper follow-up on ASN assessment results so ASN career development can run well.
... Over the past few decades, cumulative numbers of human resources practitioners got involved in organizational change processes, not simply as administrative associates but as active agents of change (Ulrich 1997). Additionally, Ulrich (1998) provided that Human Resource Management should become an agent of continuous change and build the organization‖s capacity for change. Kim and Ryu (2011) purported that when companies are responding to dynamic environments, the HR managers are required to drive their efforts to build flexible organizations by developing a system of HR practices that can be quickly adapted, enlarging the skills set of employees and enlarging the behavioral flexibility of employees. ...
The purpose of this study is to identify the role of human resource management in the change processes of state-owned enterprises and its effectiveness in the management of organizational change. This paper is a study of the role of human resource professionals in the internal change processes of state-owned enterprises. Qualitative research was used, and semi-structured interviews were administered to obtain data from human resource practitioners and departmental supervisors in a South African state-owned enterprise. Human Resource professionals are the custodian of change and employee champions in organizations. Their input in change processes is vital in maintaining employee levels of commitment to the organization. Human Resource Management's role in organizational change involves employee counseling, motivation, communication, and designing exit packages. If these roles are not properly executed, the organization may experience difficulties such as employee stress, low morale, and high labor turnover to mention just a few. The study revealed that lack of business partner roles, fear and control by the executives, and lack of communication from the top management are the challenges facing human resource professionals during internal change processes. The study provides insights for top management in state-owned enterprises on the role of human resource management in organizational change processes. The discussion provided in this paper would strengthen the body of knowledge on the role of Human Resource Management in the management of change particularly in state-owned enterprises.
... As Nasrullah (2021) argues, in providing digital literacy introduction training to educators, there are two approaches, namely the introduction to lectures and discussions about digital literacy and the training approach. This is following the opinion of Ulrich (1998), the build strategy is an investment made in employees to improve their quality for the better. ...
This study seeks to characterize digital literacy competency development management for educators and teaching staff at State Madrasah Aliyah in Surakarta. This study employs a qualitative descriptive methodology. Interviews, observations, and documentation studies were used to collect data. Data analysis techniques incorporated interactive analytical techniques, such as data collection, reduction, presentation, and conclusion. Method triangulation is implemented in data validity standards. According to the findings of this research project, there are three conclusions: First, the management of digital literacy competency development for educators and educational staff at Madrasah Aliyah Surakarta includes: (a) the implementation of planning with work meetings by formulating goals that are in line with the madrasah vision, mission, goals, and programs activity (b) organizing includes determining the madrasah digital literacy team's organizational structure, task distribution, and personnel. (c) the development of digital literacy competencies is implemented through informal programs and formal programs, such as workshops, training, seminars, and MGMP, which are designed to equip digital knowledge and skills, digital culture, digital ethics, and digital security. d) The Madrasah's head conducts internal evaluation and surveillance. Second, the supporting factors include assistance from the madrasah in the form of complete facilities, madrasah DIPA funds, and additional learning support in the form of scholarships that increase digital competence. Third, the nature of human resources (some educators are unaware of digital literacy, and participants are less enthusiastic about participating in development activities) hinders management development.
... Hiring an organisational anthropologist (Ascoli et al., 2012) to facilitate discussions would be useful. Although this might be typically considered the domain of HR, it is strongly advised that HR not be involved at this level of cultural work (Ulrich, 1998). ...
Machinery of Government restructures—transformations that create or abolish departments or move functions between agencies—often result in the misalignment of cultures and subcultures that impact business operations and customer service levels. An understanding of how subcultures are impacted during restructures is vital as they can reveal diffused microcultural boundaries that reflect highly problematic cultural tensions. This study provides rare ethnographic insights into how Machinery of Government restructures destabilise the delivery of optimal customer service by disrupting Business as Usual operations. Based on 74 interviews and ethnographic methods, the integrationist ‘DNA’ culture, subcultures, and emerging microcultures within Service NSW, a public sector agency in New South Wales (Australia), were examined during and after its merger with the Department of Customer Service. Microcultures were shown to function in a way that preserved Business as Usual activities and responsibilities to secure task independence, highlighting the importance of developing a conceptual framework for the detection and resolution of cultural resistance. Scholars and practitioners may adopt the framework used in this study to determine how, when, and where cultural resistance is likely to emerge.
Points for practitioners
This study critically analyses the ‘DNA’ culture of a service delivery agency in New South Wales during and after its merger with the Department of Customer Service.
Service NSW's ‘DNA’ integrationist culture, the broader subculture of its ‘Support Office’, and various microcultures were detected.
Microcultures were shown to preserve Business as Usual activities and secure task independence as reflected in backstage sites of enactment. The degree of intra‐ and interpersonal tensions experienced by Service NSW employees was opaque to senior leaders responsible for the restructure.
Leaders and practitioners responsible for mergers should fully understand the changing nature of employee language and behaviour. It is advisable they act on the assumption that employees are experiencing tensions resulting from the organisation's disturbed social reality.
Scholars and practitioners may adopt the conceptual framework and this case study's methodological approach to analyse a public service agency's various cultures, before, during, and after Machinery of Government (MoG) mergers or restructures, to pre‐empt, identify, and reduce cultural tensions, and should consider the feasibility of appointing a Workplace Change Committee.
Workplace Change Committee Members act like first responders across impacted departments and divisions within subcultures. Workplace Change Committee Members manage emerging issues, specifically cultural disparities to ensure both the intra‐ and interpersonal safety of employees impacted by MoG mergers.
... At some point, it may oversimplify that the concept of human capital investment does solve all attributes of compensation inequality in the labor market (Tan, 2014). Ulrich (1998) stated that human capital in the structure of labor and business functions had been considered an expense to be minimized. Nevertheless, human resources are referred to as human capital, resulting in a production component. ...
The tremendous potential of Technical and Vocational Education and Training (TVET) appears evident worldwide, including in Bangladesh, where the emphasis is primarily on individual skills development for decent employment. Numerous studies have demonstrated that varying degrees of development of soft skills and hard skills contribute to the strength and capability of human capital. It is well acknowledged that knowledge and technology are rapidly updated in the contemporary world. This study explores how skills development influences sustainable employability through the lens of the Japanese language skills development program in TVET. Moreover, this research aims to study the impact of Japanese language programs in Bangladesh's TVET system on skills development and sustainable employability. It aims to assess how the skills acquired through these programs benefit both the domestic and international job markets related to Japanese language abilities. This research employs a mixed-methods research approach examining the participants’ perceptions and understandings of those TVET students who have enrolled or graduated from the Japanese language program. The research endeavours to conduct a theoretical examination of the human capital development theory and to establish a connection between the Japanese language program and its associated approach, knowledge, and method. By examining the research findings, this study found that the TVETs’ Japanese language program significantly positively impacts individuals’ hard and soft skills development, improving the quality and form of employability, increasing individual wages, and playing a supportable role in achieving the SDG 8 of decent work and economic growth. Several practical initiatives have been recommended to increase this language program’s sustainability in TVET
... The author Cardona (2006) emphasizes that performance-related pay for management positions is used to bridge the pay gap between managers in the public sector and those employed in the private sector to attract and retain private sector managers in the public sector and to help the development of the public sector. Managers represent the most responsible individuals for implementing strategy, defining business policy, and realizing goals in the company (Ulrich, 1998 organizations rated the compensation system better than employees in small and medium enterprises. Autor Sigler (2011) emphasizes that the size of the company is one of the most important factors in determining the level of the CEO's total earnings. ...
The purpose of the research is an analysis of the employee compensation system at the organizational level in the Republic of Serbia to determine the effects of the position of employees in the company, the size of the company, belonging to the private or public sector, headquarters, type, and belonging to the service or manufacturing sector. The sample was collected through an electronic Google Forms questionnaire, where respondents had the opportunity to answer two parts of the questionnaire, the first part related to organizational characteristics and the second part to questions about the assessment of the compensation system. A total of 1121 employees answered the questions, and after collected database performed by the authors, a non-parametric analysis was conducted using the Mann-Whitney and Kruskal Wallis test using the IBM SPSS statistics software program for data processing. The results indicate the existence of statistically significant differences in the level of application of the compensation system at the organizational level in the Republic of Serbia. Due to the insufficient number of papers on this topic, it can be said that this research represents a great contribution, but also a shortcoming due to the impossibility to compare with the author's research on this topic in the Republic of Serbia. The recommendation for future research refers to a larger number of respondents and the possibility of determining the impact on the working attitudes and behaviour of employees.
... Ulrich 52 defines intellectual capital as competence multiplied by commitment, meaning that intellectual capital equals the knowledge, skills and attributes of each individual within an organization multiplied by the person's willingness to work hard. Many authors cited recognize this general definition to be the simplest and most common explanation of intellectual capital. ...
Information on intellectual capital (IC) is important to stakeholders in their decision-making. Managers should therefore be willing to disclose intellectual capital information in order to enhance the firm's value by providing investors with a better assessment of the financial position of the firm and help reduce the volatility of stock returns. Therefore, it is important to understand how the characteristics of the board of directors (size, independent directors, CEO duality and gender diversity) influence disclosure. The review aims in of analysing the emerging relationships between the determinants of the CDA and the disclosure IC information, also highlighting the reasons that push companies to communicate.
... In dem traditionellen Organisationsmodell der Anfangsphase wird das Thema OE innerhalb der Personalabteilung mitbehandelt. Damit bleibt die Personalarbeit primär, die andererseits durch die hinzutretende Organisationsentwicklungsperspektive gewinnt (Ulrich 1998 In der zeitlichen Entwicklung ist interne Organisationsentwicklung immer stärker von der rein prozessbegleitenden Beraterrolle und projektbezogenen Fachexpertise zur strategischen Führungs-und Managementfunktion mit relativ hoher Verantwortung geworden, die immer stärker ihre gesamtorganisatorische Wirksamkeit ausspielen soll. ...
Zusammenfassung
Bei dem für die Gruppe. Interaktion. Organisation. Zeitschrift für Organisationspsychologie verfassten Originalbeitrag handelt es sich um eine theoretische Analyse. Im Mittelpunkt steht die Frage, wie interne Beratung in Gesundheitsorganisationen und insbesondere Interne Organisationsentwicklung in der Psychiatrie ausgestaltet ist, die weitläufig als Institution der „Sprechenden Medizin“ gilt. Auf einem gedachten historischen Zeitstrahl werden Typologien von Rollen und Aufgaben abgetragen und entsprechend beschrieben. Dabei kommen Trends und zukünftige Erfordernisse zum Vorschein.
Vorweggenommene Erkenntnis: Change hat sich weiter von einer strategischen Führungsfunktion zu einem Anspruch und Wirklichkeit für jede/n Mitarbeiter*in gewandelt. Interne Berater*innen werden immer mehr zu interdisziplinären „Mittler*innen zwischen den Welten“, wobei auch Patientenerfahrungen einbezogen werden müssen.
Methodisch kommt eine qualitative Inhaltanalyse der einschlägigen Schriften und Dokumente zum Einsatz sowie die Beobachtungen des Autors als interner Berater für Kommunikation und OE in dem betreffenden Forschungsfeld.
Fazit: Organisationen müssen eigene Change-Kompetenzen aufbauen. Sie dürfen nicht mehr ausschließlich OE-Projekte auf kulturell schlecht informierte und organisational unerfahrene externe Berater abwälzen. Nur mit interner und dezentral fundierter Kraft kann organisatorischer Wandel nachhaltig entstehen.
... Ciertamente, se ha llegado a una situación en la que huelga insistir en la amplia aceptación por el conjunto de la comunidad académica y empresarial de la influencia positiva de la DRH en los resultados organizativos, tal como reconocen importantes autores 22 (e.g. BECKER y GERHART, 1996;GERHART, 1999;PURCELL, 1999;TRUSS, 2001;ULRICH, 1998;WRIGHT y SHERMAN, 1999) en respectivos trabajos de revisión de las principales investigaciones empíricas a nivel internacional (e.g. ARTHUR, 1992ARTHUR, , 1994CUTCHER-GERSHENFELD, 1991;DELANEY y HUSELID, 1996;DELERY y DOTY, 1996;HUSELID, 1995;HUSELID, JACKSON y SCHULER, 1997;ICHNIOWSKI et al., 1997;MACDUFFIE, 1995;YOUNDT, SNELL, DEAN y LEPAK, 1996). ...
Este trabajo ha sido seleccionado y ha obtenido el 2.º Premio Estudios Financieros 2003 en la Modalidad de Recursos Humanos. El interés por la gestión de recursos humanos ha experimentado un gran auge durante los últimos años. Son numerosas las iniciativas y estudios que otorgan a las personas un papel esencial para el eficaz logro de los objetivos estratégicos de cualquier tipo de organizaciones. Sin embargo, el mismo concepto de gestión (o dirección, o administración) de recursos humanos aparece sumamente confuso, no existiendo acuerdo entre los expertos acerca de su exacto significado y alcance. En cualquier caso, son numerosas las investigaciones que demuestran reiteradamente el impacto positivo que ejercen las distintas políticas y sistemas de recursos humanos en los resultados organizativos. No obstante, la consistencia colectiva de la investigación en este ámbito puede verse afectada por la existencia de enfoques altamente dispares. En este sentido, diferentes trabajos de investigación parten de distintas asunciones, efectúan sus propias elecciones de elementos clave, se centran en diferentes aspectos concretos, o utilizan desiguales métodos y operativizaciones de constructos y variables. Con este trabajo, pues, a partir de una revisión de la literatura especializada, se pretende ofrecer una reflexión crítica acerca de todas estas (y algunas otras) cuestiones. El autor espera, en alguna medida, contribuir tanto a la edificación de un lenguaje común en el área estudiada, como a aumentar el rigor y consistencia del conjunto de la investigación estratégica en recursos humanos.
... Accordingly, members of the organization's attitude towards change are also of great importance (Giauque, 2015: 71;Grama & Todericiu, 2016: 52-53). Besides, with a successful change process, it can meet the market's future demands and compete effectively with its competitors (Ulrich, 1998;Çetinkaya, Niavand, & Rashid, 2019). Affective resistance is the reaction or emotional response that individuals have initially shown in an emotional context to changes that may benefit them in the long term. ...
Purpose–Self-efficacy and ego resilience are known as factors that positively affect employees' attitudes. It will be useful to determine appropriate attitudes to overcome the resistance to change, a fundamental problem in organizations. This article aims to examine the impact of self-efficacy on ego-resiliency, and impact of self-efficacy, and ego-resiliency on affective resistance and perceptual resistance and examine the mediating effect of self-efficacy affective resistance. In addition, the study aims to make suggestions following results. Design/methodology/approach –Quantitativeresearchmethodwasusedinthisstudy.Methodologicallythe paper relies on the literaturereviewandsurvey. The sample of the research consists of 500 university students. Data were gathered from 174 students who study at two universities, using a questionnaire, and analyzed with the program Jamovi. Reliability and validity tests were conducted. Also, correlation, regression analyzes were performed to data analyze. Findings –The results revealed that self-efficacy has a positive impact on ego-resiliency. It was seen both self-efficacy and ego-resiliency have a negative impact on affective resistance. While self-efficacy hasn't a significant impact on perceptual resistance, emotional resistance has a significant and negative impact. Also, it is determined that self-efficacy and affective resistance have mediating effects in the relationship between ego-resiliency and perceptual resistance. Discussion –Based on this study results, managers were recommended improving their employees' self-efficacy and ego-resilience and reducing their affective and perceptual resistance to show resistance to changes and accept them quickly.
... It guides organizations" practices; restructures and initiates succession planning; improves business efficiency; showcases workers' expertise and develops solutions to help businesses succeed in society (McCracken et al., 2017). Human Resource Management creates a culture and people approach that supports businesses and facilitates the achievement of transactional and strategic business (Ulrich, 1998;Chartered Institute of Personnel and Development, 2014;McCracken et al., 2017;Beer, 1997;Caldwell, 2003;Lawler, 2011;Francis & Keegan, 2006;Pritchard & Fear, 2015). All these dispose Human Resource Management to facilitate workers" commitment (Brandl et al., 2009) and ensure greater output in society. ...
This paper explores the means to promote Sustainable Development Goal (SDG) 8 (decent work and economic growth) in Nigeria drawing from the Human Resource Management Perspective. SDG 8 is focused on promoting inclusive and sustainable economic growth, full productive employment, and decent work for all. Economic growth refers to an increase in a country's GDP; and decent work refers to adequate opportunities for work, remuneration, safety at work, and healthy working conditions. It connotes a job with better working conditions that promote workers' competence, efficiency, and greater output. Society has lots of benefits when more people become productive and contribute to the economy, and Human Resource Management has some roles to play in bringing about this. This paper's findings indicate that Human Resource Management can ensure decent work and economic growth through human resource procurement for inclusion and diversity, protection of workers' rights, provision of safe and inclusive working environment, opportunities for training and development, and driving business initiatives hinged on the imperatives of decent work for economic growth. The paper concludes that a country with decent work opportunities will enjoy greater productivity, leading to economic growth. Therefore, the paper recommends that organizations should participate in achieving the Sustainable Development Goal (SDG) 8 relating to decent work and economic growth by fostering better Human Resource Management practices in the areas of human resource procurement, protection of workers' rights, provision of a safe and inclusive working environment, training and development initiatives and business activities that drive worker commitment for attaining the SDG 8.
... As an administrative expert, HRM's role is to re-engineer organisation processes towards efficient and effective running and possibly cut costs by finding cheaper ways to work (Dave, 1998). Naturally, HR work involves a lot of administrative paperwork. ...
Case Analysis: Google as a Learning Organisation and
Organisational Knowledge Management
Impact of HRM’s Role: As a strategic partner, administrative expert, change
agent, employee champion
... Objetivos ligados a fatores contemporâneos, como a redução da distância da formulação da estratégia interna de RH em relação à estratégia da linha de negócios, focalização em resultados mais tangíveis financeiramente, reformulações estrutural e dos sistemas tecnológicos de suporte e constante reavaliação das políticas adotadas (tal qual realizam as unidades de negócios em relação à competitividade no mercado) parecem ligados ao ponto central das discussões, segundo Lengnick-Hall et alii (2009) e Ulrich e Dulebohn (2015). A literatura de HR Analytics indica que parece necessário introduzir mais amplamente a capacitação analítica nos quadros da função para que melhores dados sejam coletados, gerando melhores análises que impulsionarão os processos de criação de conhecimento e de decisão na função (Marler & Boudreau, 2017;Cascio & Boudreau, 2010;Ulrich, 1998;Yu & Park, 2013). A similaridade dessa cadeia com a proposta por Rowley (2007), assim como a similaridade dos moderadores para a execução da atividade de HR Analytics propostos por Marler e Boudreau (2017) e Cascio e Boudreau (2010) com os capacitadores da gestão do conhecimento e a eficácia organizacional encontrados em Yeh et alii (2006), parecem validar uma abordagem do HR Analytics via gestão do conhecimento e alinhamento com a TI. ...
Abstract:
Human Resources Analytics (HR Analytics) has an increasing importance in Human Resources (HR) literature and in practitioners’ environments. Contributing to this, there are pressures addressed by advances in processing and analysis capacities that Information Technology (IT) currently offers and requirements for HR and business strategies to be connected. The literature points out factors that need to be better explored so the development of the theme can be deepened in academic and professional circles, such as the contribution of analytical knowledge in HR, efficiency in the application of IT resources and connection of the strategic formulations of HR, business and IT. These factors seem connected to how HR intelligence is developed through HR Analytics, a scenario in which knowledge creation and IT alignment play a central role. Through case studies, this research identifies elements of the knowledge creation process and the alignment between IT and HR in Brazilian companies that practice HR Analytics and points out (i) possibilities of standards in the maturation paths of this activity and (ii) differences between the ways in which HR leaders and Business Partners seek to create value through HR Analytics.
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Resumo:
A atividade de Human Resources Analytics (HR Analytics) vem ganhando importância na literatura de Recursos Humanos (RH) e no meio profissional. Contribuem para isso pressões originadas pelos avanços de capacidade de processamento e análise que Tecnologia da Informação (TI) oferece atualmente e exigências para que as estratégias de RH e negócios estejam conectadas. A literatura aponta fatores que precisam ser melhor explorados para que o desenvolvimento do tema seja aprofundado nos meios acadêmico e profissional, como aporte de conhecimento analítico no RH, eficiência na aplicação dos recursos de TI e conexão das formulações estratégicas de RH, de negócios e da TI. Esses fatores parecem ligados a como se desenvolve a inteligência de RH através de HR Analytics, cenário em que a criação de conhecimento e o alinhamento com TI ocupam papel central. Por meio de estudos de caso, esta pesquisa identifica elementos do processo de criação de conhecimento e do alinhamento entre TI e RH em empresas brasileiras que praticam o HR Analytics e direciona (i) possibilidades de padrões nos caminhos de maturação dessa atividade e (ii) diferenças entre as formas como lideranças de RH e Business Partners buscam criar valor através de HR Analytics.
Executive Summary This paper encapsulates the change management arrangements in companies facing restructuring and reengineering, and how management can avoid labour unrest and management litigations as a result of work reengineering, forced lay-offs and cost reductions to survive. Based on experiences from consulting assignments, senior line management challenges and academic reviews, the key success factors in effective change management are a strong strategic HR group, continuous communication with the workforce and the public, personal dialogues and negotiations with senior management, a clear plan of attrition and generous but friendly parting of employees. The key personnel who should be engaged for the management of change must be high-level human resource personnel, the chiefs of the divisions and of the company. These highly strategic levels of engagements cannot be delegated.
achanth@gmail.com
Recently, the field of human resource management (HRM) has undergone a significant transformation due to the impact of technological advances and increasing relevance of business analytics. Organizations worldwide are increasingly applying people analytics, which enables making more rational, objective and effective decisions about people based on the analysis of data. People analytics has a huge potential while dealing with unpredictable challenges organizations and their employees are facing today. On the one hand, people analytics can reveal the efficiency, effectiveness, and impact of the HRM function, especially emphasizing the strategic partnership role of human resource (HR) professionals. On the other hand, people analytics changes the way organizations identify, manage, develop and control their workforce. The term “people analytics” refers to a novel, evidence-based and data-driven approach to manage workforce. The focus is very much placed on workforce planning, recruitment and selection, development and training, and employee performance while analyzing data to establish causal relationships or other insights and accordingly drive actions by influencing the key decisions. However, applying people analytics involves numerous challenges revealing that not all organizations are on the same maturity level. Although previous research provides some theoretical insights regarding the implications of people analytics in HRM, empirical studies dealing with organizational examples and readiness to create business value through people analytics are nonetheless lacking. The chapter aims to reveal how people analytics is applied in the HRM field. While doing this, a qualitative research was conducted including 12 interviews with HR professionals from different organizations operating in various industries. The results revealed that organizations mainly used only descriptive analytics and the focus was more on HR metrics. In most cases, the decisions about workforce planning or employee remuneration were data-based. However, analytics was less used in employee selection and recruitment, and training and development areas. Not rare were the cases, when intuition of HR professionals or line managers drove the decisions. This chapter has strong practical implications seeing that the results can encourage organizations to rely more on people analytics to optimize the HRM function and add value to organizational success and employee well-being. In addition, the results draw attention to the potential challenges of people analytics organizations should take into considerations.
BACKGROUND: For last decade, human resource (HR) function has had to move from its traditional operational, administrative role towards a more strategic role. In the light of transformation and drawing upon business partnering concept (the most well-known Ulrich model), a new formal position of an HR business partner, who acts as an HR subject-matter expert for the leaders of that particular business, has been established in some organisations. Although previous literature suggests the involvement of human resource management (HRM) in the development and implementation of socially responsible business activities, there is a lack of evidence on HR professionals’ role regarding internal corporate social responsibility (CSR), which implies behaviour towards employees. OBJECTIVE: To reveal the role of an HR business partner while developing and implementing internal CSR activities. METHODS: Qualitative research; semi-structured interviews with employees working as HR business partners in the banking sector were conducted. RESULTS: The results revealed a significant HR business partner role in addressing internal CSR, in terms of work-life balance (WLB), diversity and inclusion, learning and development, and psychological and physical well-being. CONCLUSIONS: The research results expand the knowledge on the link between HRM and internal CSR. Moreover, the findings have significant implications encouraging organisations to empower HR professionals to act within the internal CSR field.
Human resource business partnering is an established mechanism for the advancement of strategic HR. While much research has reported on relationships between partners (HRBPs) and line managers, relationships between partners and other aspects of the HR function are less well understood, as is the interplay between HRBP‐LMP and HRBP‐HR relationships. Through the use of paradox theory and case study methodology centred on a large public sector health care authority, we found these two sets of relationships to be operating paradoxically within an operational frame of reference, thereby constraining the establishment of strategic partnering.
Human Resource Outsourcing (HRO) has become a prevalent practice in the service industry across various sectors, revolutionizing the way organizations manage their workforce. This paper delves into the HRO practices in selected sectors of the service industry, shedding light on the strategies, benefits, and challenges faced by organizations. The study explores how HRO has evolved in sectors such as Banks, NBFC, Insurance and Retail. By examining the rationale for outsourcing, cost-effectiveness, and strategic alignment, the paper offers insights into what are the different HR functions which are outsourced in respective sectors. This research provides a comprehensive overview of HRO practices in the service industry, along with the drivers of outsourcing HR Functions enabling organizations and policymakers to make informed decisions in an ever-evolving business landscape.
The purpose of this research is to analyze the effect of knowledge management, learning agility innovation, talented HR on corporate culture, then analyze the influence of knowledge management, innovation, learning agility, talented HR and corporate culture on the company's sustainability business excellence. In this study the approach used is a quantitative approach. This approach relies more on numbers in the form of scores as an analytical framework where the scores are obtained by the survey method. The population in this study were all BoD-1 level employees (equivalent to Entity Directors General Manager), BoD-2 level (Manager equivalent) and BoD-3 level (Assistant Manager equivalent) at PT XYZ with a sample size of 150 respondents whose data was processed using structural equation modelling. The results of this study indicate that knowledge management has no effect on sustainability business excellence, knowledge management has a significant effect on organizational culture, innovation has a significant effect on sustainability business excellence, innovation has a significant effect on organizational culture, learning agility has no effect on sustainability business excellence, learning agility has a significant effect on organizational culture, Talented HR has a significant effect on the sustainability of Business Excellence, Talented HR has a significant effect on Organizational Culture, Organizational Culture has a significant effect on the sustainability of Business Excellence.
This study examines the role of human resource (HR) competencies on employee's job satisfaction in telecom sector of Islamabad and Rawalpindi, Pakistan. Less amount of literature is found regarding the impact of organization architect and trust management on employee's job satisfaction. For this purpose, data was collected from employees of Pakistani telecom sector. It was concluded that organization architect and trust management have positive impact on employees job satisfaction. This study is limited to only one sector and only region of Rawalpindi and Islamabad was considered. This study may help the industrial practitioners in retaining their work force, and for enhancing commitment to their work and also, organization and trust management would lead the company to generate integrity, regard and support among workers.
This study examined the relationship between psychosocial work factor and employee engagement of electricity distribution companies in South-South, Nigeria. The study adopted the cross sectional survey design and a total population of one thousand five hundred and sixty two (1562) employees of electricity distribution companies was covered. The research instrument used is copies of questionnaires which were personally administered to the respondents. The bivariate hypothesis was tested using the Spearman’s Rank Order Correlation Coefficient in order to ascertain the relationship between the dimensions of psychosocial work factor (job demand, reward, work characteristics and work-family conflict) with the measures of employee engagement (affective and cognitive engagement). The Partial Correlation was used to ascertain the moderating influence of leadership style on the relationship between psychosocial work factor and employee engagement. The result revealed that job demand, reward and work characteristics have a significant and positive relationship with affective and cognitive engagement. It was observed that work-family conflict does negatively relate with affective and cognitive engagement. The result of the multivariate analysis revealed that leadership style had a strong significant moderating influence on the relationship between psychosocial work factor and employee engagement. The study concluded that psychosocial work factor is a key factor in organization that influences the engagement level of the employees in the electricity distribution company. It was recommended among others that the management of electricity distribution companies should ensure that the employee roles are void of ambiguity as such will help enhance their affective engagement.
This study examines the causal effect relationship that exist between intellectual capital and profitability of listed health care firms in NigeriaExchange Group. The study used panel data and adopted ex-post facto research design. Four objectives and hypotheses formulated for the study were tested using data collated from financial report of the health care companies used in the study between 2011 to 2021 fiscal year. The data collated were analysed using regression analysis, however some preliminary analysis such as descriptive statistics, correlation analysis, as well as some diagnostic analysis like Shapiro wilk test normality test were carried out to ascertain the presence of multi-colinearity, and the normality/fitness of the data used. The study finds that intellectual capital components have 53.5% impact on the profitability of health care companies in Nigeria. The finding from the specific objectives indicated that human capital, structural capital and capital employed have positive and significant effect on profitability of health care firms in Nigeria Exchange Group. While relational capital has positive but insignificant effects on profitability of health care firms. Based on the result and findings, the study recommends that management of Health care companies listed on the Nigeria exchange group promotes policies that would attract quality human capital and retaining them as this would enhance the possibility of achieving high profitability.
Amid numerous alerts about the advent of the digital economy and the recent coronavirus outbreak, both private and state-owned enterprises in developing countries continue to retain their conventional business models, which are characterized by manual operations and administrative inefficiencies. It is against this background that the researchers sought to assess the challenges and opportunities of the digitalization of the Human Resource (HR) function in the banking sector. The researchers used selected banks in Zimbabwe as case studies to explore the merits and challenges of digitalizing human resource functions. The research had a total of 30 participants. The findings indicated that the banks are enjoying the benefits of digitalizing the HR functions, such as easier access and manipulation of employee data, a long-term archive of data, auditable work, and enhanced workflow. Regardless of the benefits of digitalization, it still has some challenges like network issues, misrepresentation of leave days, unauthorized deductions, lack of confidentiality, lack of knowledge of the system, and increased maintenance costs. The research suggested that top management support be strengthened and that regional human resource management (HRM) personnel be trained on a regular basis, as these two factors are critical to the improvement of digitalized functions.
Pada industri perhotelan, kualitas layanan kepada pelanggan adalah hal terpenting sehingga membutuhkan peran serta karyawan untuk bersedia melakukan tindakan terbaik bagi perusahaan dan berujung pada peningkatan kinerja individu. Tujuan dari penelitian ini adalah untuk menguji pengaruh komitmen organisasi terhadap perilaku Organizational Ctizenship Behavior (OCB) dan kinerja karyawan. Jumlah sampel penelitian sebanyak 144 karyawan hotel bintang 3, 4 dan 5 di Surabaya. Data penelitian dikumpulkan melalui penyebaran kuesioner dan diolah menggunakan software SmartPLS. Tiga temuan yang dihasilkan dari penelitian ini adalah komitmen organisasi berpengaruh positif dan signifikan terhadap kinerja karyawan baik secara langsung maupun melalui OCB sebagai mediasinya. OCB sendiri secara langsung juga berpengaruh positif dan signifikan terhadap kinerja karyawan. Implikasi praktis yang bisa disarankan kepada pihak manajemen hotel adalah lebih sering melakukan pendekatan yang bersifat holistik kepada karyawan sehingga karyawan bisa memiliki keterikatan secara emosional dengan perusahaan dimana karyawan merasa ikut memiliki dan bertanggung jawab terhadap keberhasilan perusahaan. Kata kunci: komitmen organisasi, organizational citizenship behavior; kinerja karyawan
It's a manager's perennial question: "How do I get an employee to do what I want?" The psychology of motivation is very complex, and what has been unraveled with any degree of assurance is small indeed. But the dismal ratio of knowledge to speculation has not dampened managers' enthusiasm for snake oil, new forms of which are constantly coming on the market, many of them with academic testimonials. The surest way of getting someone to do something is to deliver a kick in the pants-put bluntly, the KITA. Because of the inelegance of a physical KITA and the danger that a manager might get kicked in return, companies usually resort to positive KITAs, ranging from fringe benefits to employee counseling. But while a KITA might produce some change in behavior, it doesn't motivate. Frederick Herzberg, whose work influenced a generation of scholars and managers, likens motivation to an internal generator. An employee with an internal generator, he argues, needs no KITA. Achievement, recognition for achievement, the work itself, responsibility, and growth or advancement motivate people. The author cites research showing that those intrinsic factors are distinct from extrinsic, or KITA, elements that lead to job dissatisfaction, such as company administration) supervision, interpersonal relationships, working conditions, salary, status, and job security. Managers tend to believe that job content is sacrosanct. But jobs can be changed and enriched. Managers should focus on positions where people's attitudes are poor, the investment needed in industrial engineering is cost-effective, and motivation will make a difference in performance.
The influence of history on an organization is a powerful but often overlooked force. Managers, in their haste to build companies, frequently fail to ask such critical developmental questions as, Where has our organization been? Where is it newt and What do the answers to these questions mean for where it is going? Instead, when confronted with problems, managers fix their gaze outward on the environment and toward the future, as if more precise market projections will provide the organization with a new identity. In this HER Classic, Larry Greiner identifies a series of developmental phases that companies tend to pass through as they grow. He distinguishes the phases by their dominant themes: creativity, direction, delegation, coordination, and collaboration. Each phase begins with a period of evolution, steady growth, and stability, and ends with a revolutionary period of organizational turmoil and change. The critical task for management in each revolutionary period is to find a new set of organizational practices that will become the basis for managing the next period of evolutionary growth. Those new practices eventually outlast their usefulness and lead to another period of revolution. Managers therefore experience the irony of seeing a major solution in one period become a major problem in a later period. Originally published in 1972, the article's argument and insights remain relevant to managers today. Accompanying the original article is a commentary by the author updating his earlier observations.
A leader's singular job is to get results. But even with all the leadership training programs and "expert" advice available, effective leadership still eludes many people and organizations. One reason, says Daniel Goleman, is that such experts offer advice based on inference, experience, and instinct, not on quantitative data. Now, drawing on research of more than 3,000 executives, Goleman explores which precise leadership behaviors yield positive results. He outlines six distinct leadership styles, each one springing from different components of emotional intelligence. Each style has a distinct effect on the working atmosphere of a company, division, or team, and, in turn, on its financial performance. The styles, by name and brief description alone, will resonate with anyone who leads, is led, or, as is the case with most of us, does both. Coercive leaders demand immediate compliance. Authoritative leaders mobilize people toward a vision. Affiliative leaders create emotional bonds and harmony. Democratic leaders build consensus through participation. Pacesetting leaders expect excellence and self-direction. And coaching leaders develop people for the future. The research indicates that leaders who get the best results don't rely on just one leadership style; they use most of the styles in any given week. Goleman details the types of business situations each style is best suited for, and he explains how leaders who lack one or more of these styles can expand their repertories. He maintains that with practice leaders can switch among leadership styles to produce powerful results, thus turning the art of leadership into a science.
They do not function in a crisply defined environment, or direct through formally delineated organizational channels, or systematically set and follow formal plans - in other words, they don't fit the stereorype.