Human resource management, employee engagement, and nonprofit hospital performance

2019 ◽  
Vol 29 (4) ◽  
pp. 549-567 ◽  
Author(s):  
Morgen S. Johansen ◽  
Jessica E. Sowa
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Hospital Performance ◽  
Nonprofit Hospital

Linking Work Engagement to Job Performance Through Flexible Human Resource Management

2017 ◽  
Vol 20 (1) ◽  
pp. 72-87 ◽  
Author(s):  
Chandra Sekhar ◽  
Manoj Patwardhan ◽  
Vishal Vyas
Keyword(s):  
Resource Management ◽  
Job Performance ◽  
Human Resource Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Work Engagement ◽  
It Professionals ◽  
It Industry ◽  
Relationship Of ◽  
The Impact

The Problem The Indian information technology (IT) industry has shown a phenomenal growth over the last two decades. These changes such as increased global competition and the shift in the blend and level of the workforce have led to an increasing level of uncertainty in the industry. To overcome this unprecedented change, IT firms need to adopt flexible human resource management (FHRM) that has a direct and/or indirect impact on job performance. Therefore, the purpose of this article is to explore the impact of work engagement on job performance through FHRM among IT professionals in India. The Solution The results indicate that the use of FHRM by the employees is an important mediator between the positive relationship of work engagement and job performance. Both work engagement and FHRM contributed to job performance. The sample firm and responses for the study were limited to IT industry domain only. The results suggest that FHRM should be promoted at the employee and firm levels to boost job performance. The Stakeholders Reflecting on the employee engagement and job performance via FHRM would boost the organizational flexibility in the IT industry. FHRM makes the employee more organization fit and more engaged for their respective job. This study may be helpful in unveiling the importance of flexibility in job performance. To the best of the authors’ knowledge, this is the first study that links work engagement, FHRM, and job performance in the Indian IT industry context. The study helps in the development of theory in FHRM and employee engagement.

scholarly journals An Empirical Analysis of Predictor Influence Mechanisms of HRM Practices and Corporate Sustainability on Employee Engagement: A mediation Analysis

2018 ◽  
Vol 8 (2) ◽  
pp. 95
Author(s):  
Georgia Rosemarie Simon ◽  
Erhua (Iris) Zhou ◽  
Gideon Sagoe
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Ethical Climate ◽  
Management Practices ◽  
Corporate Sustainability ◽  
Mediation Effect ◽  
Organizational Studies ◽  
Employee Tenure

The unquestionable benefits of employee engagement and the ill-effects of disengagement (EE) have necessitated further investigation within the field of human resource management and the wider organizational studies domain. This study sought to measure the perception of employees at a Commercial Bank in Jamaica, on how various practices in the organization, such as human resource management practices (HRMPs), the ethical climate (OEC), and corporate sustainability (CS) affected their engagement. Based on the responses of 130 employees who responded to a self-administered questionnaire hosted online, it was shown quantitatively that employee tenure in an organization affects their engagement, as employees with less than one year, and more than ten years of service with the organization were more engaged. Also, the results indicated that both HRMPs and initiatives and strategies on CS had influence on employees’ behaviour and subsequently their engagement and the predictor effects were enhanced by the mediation effect of OEC. These findings are relevant to practice as well as provide elucidation on the specific mechanisms that influence the relationship between HRMPs and EE, as well as contributing to sparse literature on EE in a Caribbean context.

Unlocking Drivers for Employee Engagement Through Human Resource Analytics

2022 ◽  
pp. 471-490
Author(s):  
Kanupriya Misra Bakhru ◽  
Alka Sharma
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Predictive Analytics ◽  
Employee Behavior ◽  
Future Perspectives ◽  
Diverse Workforce ◽  
Low Level ◽  
The Future

The authors have discussed in detail the meaning of employee engagement and its relevance for the organizations in the present scenario. The authors also highlighted the various factors that predict the employee engagement of the employees in the varied organizations. The authors have emphasized on the role that HR analytics can play to identify the reasons for low level of engagement among employees and suggesting ways to improve the same using predictive analytics. The authors have also advocated the benefits that organizations can reap by making use of HR analytics in measuring the engagement levels of the employees and improving the engagement levels of diverse workforce in the existing organizations. The authors have also proposed the future perspectives of the proposed study that help the organizations and officials from the top management to tap the benefits of analytics in the function of human resource management and to address the upcoming issues related to employee behavior.

scholarly journals Contemporary Human Resource Manager Roles

2019 ◽  
Vol 51 (1) ◽  
pp. 23-32
Author(s):  
Jacek Kopeć
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Review Of The Literature ◽  
Resource Manager ◽  
Human Resource Manager ◽  
The Future ◽  
The Subject

The article presents the modern roles of the HR manager to meet the challenges of the future. The first part of the article presents the challenges in the field of human resource management towards the HR manager. The next part of the article presents a review of the literature on the subject regarding the classic roles of the HR manager. It was proposed to the HR manager in the future to perform the following roles in addition to the classical roles: master of employee engagement management, facilitator of skillful use of talents in the organization, digilizer of personnel processes and employee diversity, green HRM facilitator.

Unlocking Drivers for Employee Engagement Through Human Resource Analytics

2019 ◽  
pp. 236-255
Author(s):  
Kanupriya Misra Bakhru ◽  
Alka Sharma
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Predictive Analytics ◽  
Employee Behavior ◽  
Future Perspectives ◽  
Diverse Workforce ◽  
Low Level ◽  
The Future

The authors have discussed in detail the meaning of employee engagement and its relevance for the organizations in the present scenario. The authors also highlighted the various factors that predict the employee engagement of the employees in the varied organizations. The authors have emphasized on the role that HR analytics can play to identify the reasons for low level of engagement among employees and suggesting ways to improve the same using predictive analytics. The authors have also advocated the benefits that organizations can reap by making use of HR analytics in measuring the engagement levels of the employees and improving the engagement levels of diverse workforce in the existing organizations. The authors have also proposed the future perspectives of the proposed study that help the organizations and officials from the top management to tap the benefits of analytics in the function of human resource management and to address the upcoming issues related to employee behavior.

Employee Engagement PT. TWC Borobudur Prambanan, Dan Ratu Boko Tahun 2016

2017 ◽  
Vol 25 (2) ◽  
pp. 141-160
Author(s):  
Suhartono Suhartono ◽  
Abdul Haris
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Employee Engagement ◽  
Human Resource ◽  
Entire Population ◽  
Population Research ◽  
The Individual ◽  
A Company

Human resource is a very important asset for a company. A good human resourcemanagement will result to good output for company. Employee engagement is arelatively new term in the field of human resource management. According toTritch (2003), employees who have engagement value are those who have fulland enthusiastic involvement in their work. Another view of employee engagementis proposed by Macey & Schneider (2008) which states that employeeengagement does not only make employees contribute more, but also result tohigher loyalty which reduces the desire to leave the company voluntarily. Thomas(2007) provides an understanding of employee engagement as a stablepsychological state, the result of interaction between an individual and theenvironment in which the individual works. The factors or aspects that make upemployee engagement, popularly developed by the Kenexa EmployeeEngagement Index standards (EEI), are measured based on four components:Pride, Satisfaction, Advocacy and Retention. The sample of this research is all738 employees of PT. Taman Wisata Borobudur, Prambanan, and Ratu Bokoconsisting of 389 Organic Employees and 349 Cooperative Employees. Thisresearch is referred to as population research since the entire population is usedas a sample of the research.

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