Experimental Evidence on Performance Management Training and Tools for Public Schools in Argentina

2017 ◽  
Author(s):  
Alejandro Ganimian ◽  
Maria Jose Vargas
Keyword(s):  
Public Schools ◽  
Experimental Evidence ◽  
Performance Management ◽  
Management Training

Human Resources Management in Social Entrepreneurship

2022 ◽  
pp. 1524-1548
Author(s):  
Burcu Kümbül Güler
Keyword(s):  
Human Resources ◽  
Performance Management ◽  
Social Entrepreneurship ◽  
Management Practices ◽  
Human Resources Management ◽  
Social Economy ◽  
Management Training ◽  
Social Enterprises ◽  
Resources Management ◽  
And Performance

With the rise of social entrepreneurship, social enterprises have gained popularity as socially innovative organizations which try to balance their economic and social missions. In the competitive environment of social economy, good management and investment in human resources have become requirements of social enterprises for their survival. Among the management practices, human resources management acts as a tool for gaining competitive advantage and it builds mutual trust between the staff and the organization. Emphasizing the significance and challenges of human resources management, this chapter explains human resources main practices—recruitment, career management, training, and compensation and performance management—in social entrepreneurship.

The role of HR in leadership development

2019 ◽  
Vol 33 (5) ◽  
pp. 20-23
Author(s):  
Shilpa Kabra Maheshwari ◽  
Jaya Yadav
Keyword(s):  
Leadership Development ◽  
Performance Management ◽  
Empirical Studies ◽  
Management Training ◽  
Training And Development ◽  
Content Type ◽  
Business Environments ◽  
Leadership Capability ◽  
Recruitment Performance

Purpose Business environments have become more complex, dynamic, and uncertain in the past few decades. To navigate this complexity, organizations need to enhance their competitiveness, improve performance, and build leadership. Though leadership contributes to strategic advantage, the challenge for human resources (HR) to build the next generation of leaders remains. This has sparked the need for practitioners to understand the role of HR in enhancing leadership capability. Design/methodology/approach Using qualitative analysis and practitioner insights, this paper contributes to the understanding of the role of HR in leadership development. Findings The study proposes the HR PACE model for the role of HR in leadership development. Practical implications This study has potentially significant implications for HR, leadership development scholars, and practitioners while designing and implementing leadership development in organizations. Originality/value While empirical studies on how HR practices of recruitment, performance management, training, and development impact organizations exist, there are rare studies assessing the role of HR in leadership development. This study examines the role of HR in leadership development.

Direct vs indirect management training in schools: Experimental evidence from Mexico

2021 ◽  
pp. 102779
Author(s):  
Mauricio Romero ◽  
Juan Bedoya ◽  
Monica Yanez-Pagans ◽  
Marcela Silveyra ◽  
Rafael de Hoyos
Keyword(s):  
Experimental Evidence ◽  
Management Training

Managing emotional labor for service employees: an HRM-based approach

2018 ◽  
Vol 26 (4) ◽  
pp. 1-4 ◽  
Author(s):  
Jatin Pandey
Keyword(s):  
Performance Management ◽  
Emotional Labor ◽  
Management Training ◽  
Human Resource Managers ◽  
Content Type ◽  
Service Employees ◽  
Job Roles ◽  
Compensation Management ◽  
Long Run ◽  
Recruitment And Selection

Purpose This paper aims to describe strategies for human resource managers in dealing with job roles that involve use of emotional labor as part of service delivery. Design/methodology/approach The paper suggests improvements in the four processes of recruitment and selection, compensation management, training and development, and performance management to adapt to the needs of employees who perform emotional labor in their job roles. Findings The findings show that many interventions can be designed to help these workers; one of the key to these interventions is the recognition of emotional labor as being “affective job demand.” Selecting, rewarding, developing, and evaluating individuals with competencies requires to perform emotional labor can aid service organizations in enhancing their human capital for the long run. Originality/value The paper brings forth the importance of emotional labor in organizations and how it can be effectively managed.

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