III ALL-RUSSIA INTERUNIVERSITY PERSONNEL FORUM “INNOVATIVE HUMAN RESOURCE MANAGEMENT”

10.12737/1625 ◽  
2012 ◽  
Vol 1 (2) ◽  
pp. 47-48
Author(s):  
Митрофанова ◽  
Aleksandra Mitrofanova
Keyword(s):  
Higher Education ◽  
Resource Management ◽  
Graduate Students ◽  
Human Resource Management ◽  
Human Resource ◽  
Higher Education Institutions ◽  
State University ◽  
Public Authorities ◽  
Business Structures

The results of III All-Russia interuniversity personnel forum “Innovative Human Resource Management” that took place in State university of management are presented in this article. Representatives of business structures, public authorities, academic science, higher education institutions, students and graduate students took part in this forum.

LABOUR AS A TIME CHALLENGE: THE Vth ANNIVERSARY SIBERIAN PERSONNEL FORUM

10.12737/127 ◽  
2012 ◽  
Vol 1 (3) ◽  
pp. 0-0
Author(s):  
Сотникова ◽  
Svetlana Sotnikova
Keyword(s):  
Higher Education ◽  
Graduate Students ◽  
Personnel Management ◽  
Higher Education Institutions ◽  
Academic Science ◽  
State University ◽  
Public Authorities ◽  
Business Structures

Novosibirsk State University of Economy and Management (NGUEU) represented by the Chair of labour economy and personnel management held the Vth Anniversary Siberian Personnel Forum which has assembled together representatives of business structures, public authorities, academic science and higher education institutions, students and graduate students.

Perceived Human Resource Management Practices and Demographic Profile of Staff at Private Higher Education Institutions in Oman

2021 ◽  
pp. 2319510X2110473
Author(s):  
Jerome Reyes Vicencio
Keyword(s):  
Higher Education ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Significant Relationship ◽  
Higher Education Institutions ◽  
Private Higher Education ◽  
Demographic Profile ◽  
Hrm Practices ◽  
Private Higher Education Institutions

This study described the perceived implementation of human resource management (HRM) practices and staff’s demographic profile at private higher education institutions (HEIs) in the Sultanate of Oman. It further explored the relationship of staff profile and HRM dimensions. Purposive sampling was used with a 50 per cent response rate. The instrument is composed of two parts; the first part includes staff profile while second part consists of 10 HRM dimensions clustered in 36 HRM practices. The findings revealed that all HRM dimensions were often applied and more than half of the respondents were academic staff, expatriates, male, and from affiliated, and college HEI. As to relationship, it was found that staff’s designation and residential status had high significant relationship in most of the HRM dimensions while staff’s HEI affiliation, classification and gender had high significant relationship with two HRM dimensions.

scholarly journals Knowledge management as a strategic tool for human resource management at higher education institutions

2018 ◽  
Vol 20 (1) ◽  
Author(s):  
Loganathan N. Govender ◽  
Rubeshan Perumal ◽  
Sadhasivan Perumal
Keyword(s):  
Higher Education ◽  
South Africa ◽  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Knowledge Sharing ◽  
Human Resource ◽  
Higher Education Institutions ◽  
Knowledge Generation ◽  
Knowledge Management Initiatives

Background: Higher education institutions (HEIs) the world over are beginning to recognise the importance of knowledge management; however, such institutions are still in their formative stages of addressing, evaluating and implementing the benefits of knowledge management with particular reference to human resource management (HRM). Knowledge management is a viable means through which HEIs could gainfully capitalise on their intellectual and social capital. Objectives: This study explores knowledge management as a strategic tool for HRM in HEIs. Specifically, the dimensions such as organisational culture, organisational performance, technology, management support and the institutions’ mission and vision will be evaluated to understand knowledge management within HEIs. Method: Using a cross-sectional survey design, a self-administered questionnaire was sent to 91 individuals representing senior, middle and junior human resource managers at selected HEIs in South Africa, Mauritius and India. The study investigated the impact of policies, systems and processes that the HEIs implemented in support of knowledge management and knowledge sharing. Results: A total of 91 human resource practitioners responded to the survey, the majority of whom were male (56%). Respondents from the different countries have similar perceptions regarding the issues that encourage knowledge generation and knowledge sharing (p = 0.209), and how characteristics of their institutions compare with those applicable to learning organisations (p = 0.422). Respondents disagreed to differing extents across countries that organisational or departmental structures, political interference, communication channels between employees and command and control procedures retarded knowledge generation and sharing (p = 0.001). Respondents from the different countries have differing perceptions regarding the speed at which knowledge is transferred (p = 0.000), the reliability of the knowledge that is transferred as well as the extent to which decisions can be made in using the available knowledge (p = 0.000), the ease with which knowledge is transferred in their context (p = 0.016), the transfer of tacit knowledge in their organisations (p = 0.000), whether individual employees use personal knowledge as a source of power (p = 0.025) and the role of the information and communications technology (ICT), infrastructure in knowledge creation and sharing (p = 0.000). Conclusion: The results provide convincing arguments to support the integration of HRM and knowledge management initiatives in HEIs. Whilst the HRM function at HEIs has demonstrated that it has the capability and resources to implement knowledge management initiatives, the results reflect that much ground needs to be covered to realise the full benefits of this endeavour. The study confirms that an effective knowledge management strategy for HRM that is aligned to the organisation’s strategic objectives is imperative for HEIs in South Africa.

Perceived Human Resource Management Practices and Intention to Stay in Private Higher Education Institutions in Malaysia: The Role of Organizational Citizenship Behaviour

2020 ◽  
pp. 097215092095090
Author(s):  
Hafinas Halid ◽  
Daisy Mui Hung Kee ◽  
Noor Fareen Abdul Rahim
Keyword(s):  
Higher Education ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Organizational Citizenship ◽  
Management Practices ◽  
Higher Education Institutions ◽  
Private Higher Education ◽  
Intention To Stay ◽  
Private Higher Education Institutions

Addressing the problem of lecturer turnover in Malaysia, this study investigated the motivations behind the intention of employees to stay in private higher education institutions (PHEIs) in Malaysia, with a focus on the relationship between the perceived practices of human resource management (HRM) and the intention to remain at Malaysia’s PHEIs. Based on the social exchange theory (SET), this article proposed that the perceived HRM practices at those institutions are uniquely positioned to support employee intention to stay, particularly with the intervention of organizational citizenship behaviour (OCB). Data from 323 lecturers working at PHEIs in Malaysia confirm this model. Based on the analysis, this study revealed that recruitment and selection; training and development; and rewards and recognition all had a meaningful relationship with the intention to stay. In contrast, notably, performance appraisal did not have any significant relationship with the intention to stay.

Sign in / Sign up

Export Citation Format

Share Document