Investigating the Effect of Electronic Human Resource Management on the Successful Implementation of Succession Planning

2014 ◽  
Vol 4 (1) ◽  
pp. 65-70
Author(s):  
Ali Akbar Ahmadi ◽  
Mohammadreza Darayi ◽  
Fatemeh Rastgoo
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Succession Planning ◽  
Successful Implementation

Identifying the effect of green human resource management practices on lean-agile (LEAGILE) and prioritizing its practices

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Somaieh Alavi ◽  
Hamid Aghakhani
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Organizational Level ◽  
Equation Modeling ◽  
Successful Implementation ◽  
Content Type ◽  
The Individual ◽  
Green Human Resource Management

PurposeThe present study attempted to identify, measure and prioritize key green human resource management (GHRM) practices to achieve the lean-agile mindset in the steel industry.Design/methodology/approachFollowing an in-depth review of the literature, this study identifies GHRM practices. Then, the effect of green HRM practices on the lean-agile mindset was evaluated using structural equation modeling (SEM). In the next step, using the fuzzy analytic hierarchy process (FAHP), prioritization of practices that have significant effects on lean-agile mindset were discussed.FindingsThe present study introduced eight GHRM practices. The results of SEM showed a significant and positive effect of all GHRM practices on lean-agile mindset. Prioritization of GHRM practices by the FAHP was defined as green reward management, green education and development, green performance evaluation, green discipline management, green employment, green safety and health management, green selection and green career design.Research limitations/implicationsThe present study suffers from some limitations. First, the research was conducted at a temporal section. Second, this research has been conducted in a particular industry.Practical implicationsThe present study encourages human resource managers to increase their efforts to achieve green employees and put employee greenery in their strategic goals.Social implicationsSuccessful implementation of GHRM programs has positive consequences at the individual, organizational and community levels. Implementation of the identified actions increases employee vitality at the individual level. At the organizational level, the work environment of environmentally friendly organizations is also more attractive to job seekers. Finally, at the social and extra-organizational level, a green lifestyle is spread in the community, which will lead to a healthy and green environment.Originality/valueEmphasizing environmental principles on the one hand and creating the lean-agile mindset on the other are effective factors on maintaining the competitive advantage of industries. In this regard, the present study presented two innovations in HRM literature: (1) assessing the effect of GHRM practices on lean-agile mindset and (2) prioritizing GHRM practices based on the lean-agile mindset.

Talent management at Telekom Malaysia Berhad

2011 ◽  
Vol 1 (1) ◽  
pp. 1-6 ◽  
Author(s):  
Wardah Azimah Sumardi ◽  
Rozhan Othman
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Talent Management ◽  
Management Program ◽  
Individual Development ◽  
Successful Implementation ◽  
Line Managers ◽  
Content Type

Subject area Human resource management. Study level/applicability Undergraduate and graduate level Human Resource Management programmes; Leadership modules. Case overview This case accounts the experience of a Malaysian company, Telekom Malaysia Berhad, in implementing talent management practices in its organization. There were several developments that prompted Telekom Malaysia Berhad to initiate a talent management program. The emergence of competitors had forced the company to introduce initiatives to sustain the business. One of the key initiatives involved the need to better manage its talent. The talent management process at Telekom Malaysia Bhd is divided into four key stages. These are first, talent spotting; second, talent assessment and endorsement; third, formulation of individual development plan; and the fourth, readiness level assessment. Each of these stages is implemented using a well-defined set of standards and activities. Expected learning outcomes This case examines how commitment and support from line management is crucial in the successful implementation of a talent management program and HR-related initiatives generally. Line managers are identified as the missing linchpin between HRM and organizational performance. The case will also identify how the role of line managers is now shifting to support the HR in a strategic sense. Thus, we find a shift in the HR profession from personnel management to strategic human resource management. The case examines the importance of a positive leader-member relationship, creating a culture which is receptive to change. This can be achieved by transformational leader who fosters closer relationships with subordinates. Finally, the case pinpoints how development can occurs in three main ways – on the job experiences, relationships, networking and feedback and formal training opportunities. Supplementary materials Teaching note.

Towards the improvement of the sustainability in sustainable HRM: The role of system strength

2021 ◽  
Vol 5 (1) ◽  
pp. 65-74
Author(s):  
Arash Mashhady
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Role Conflict ◽  
Management System ◽  
Role Ambiguity ◽  
Successful Implementation ◽  
Bottom Line ◽  
Human Resource Management System ◽  
Resource Management System

With the growing interest in sustainability, its incorporation in business management, and its inevitable intersection with the management of human resources, some scholars and practitioners have highlighted the potential benefits of successful implementation of sustainable human resource management as a source of competitive advantage. While this may denote a corporation’s capacity to respond to a wider range of needs and requirements beyond economic targets, researchers draw on different theories to point out the possible adverse consequences of adopting such multiple bottom-line approaches for employees. This study builds on ideas from previous research, particularly the works of Bush (2018), Bowen and Ostroff (2004) to 1) examine if the perceived degree of emphasis on a triple-bottom-line (TBL) approach is related to role ambiguity and role conflict; 2) investigate if the elements of human resource management system strength are related to role conflict and role ambiguity and, if these elements can moderate the relationship between the perceived degree of emphasis on TBL approach, role ambiguity, and role conflict. While the findings support the link between taking a TBL approach and role ambiguity and role conflict, it offers evidence that a strong human resource management system may reduce the role ambiguity and role conflict resulting from taking such approaches. Managerial implications and future research directions conclude this research

BARRIERS IN IMPLEMENTING SUSTAINABLE CONSTRUCTION

2015 ◽  
Vol 2 (1) ◽  
Author(s):  
Renard Y. J. Siew ◽  
Samad M. Sepasgozar ◽  
Ali Akbarnezhad
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Construction Industry ◽  
Human Resource ◽  
Sustainability Reporting ◽  
Green Technology ◽  
Sustainable Construction ◽  
Successful Implementation ◽  
Construction Sector ◽  
Industry Sector

The construction sector lags other industries when it comes to the implementation of sustainability. This paper highlights some of the key barriers in implementing sustainability within the construction industry sector and proposes recommendations to address them. The paper suggests that the four main barriers faced by the construction industry in implementing sustainability are unclear definitions of sustainable construction, ineffectiveness of sustainability reporting tools (SRTs), slow adoption of ‘green’ technology and the negligence of human resource management. This paper provides an original perspective and challenges current practices (or lack thereof) which hinders the successful implementation of sustainability in construction. It will be of interest to project owners, contractors, academics and other construction practitioners who are interested in the outlook of sustainability within the property and construction industry.

Deciphering the implementation of green human resource management in an emerging economy

2017 ◽  
Vol 36 (10) ◽  
pp. 1230-1246 ◽  
Author(s):  
Mohd-Yusoff Yusliza ◽  
Nur Zahiyah Othman ◽  
Charbel Jose Chiappetta Jabbour
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Conceptual Framework ◽  
Human Resource ◽  
Emerging Economy ◽  
Employee Empowerment ◽  
Successful Implementation ◽  
Business Partner ◽  
Content Type ◽  
Hrm Practices

Purpose Drawing on the resource-based view (RBV) theory, the purpose of this paper is mainly to show how electronic human resource management (HRM), green employee empowerment, and human resource (HR) business partner role may influence green HRM practices. Design/methodology/approach A conceptual framework was proposed to test the direct effect of the three independent variables – and key HR factors – on green HRM. Self-administered questionnaire was adopted in a systematic collection of data from manufacturing and service organizations in Malaysia. The partial least squares method was used to test the conceptual framework of the study. Findings The empirical results demonstrate that green employee empowerment has a significant positive relationship with all dimensions of green HRM practices; the added value of HR business partner role is an important aspect in ensuring the successful implementation of green HRM practices; and surprisingly, electronic HRM was not significantly related with all dimensions of green HRM practices. Originality/value As revealed by searches of ISI Web of Knowledge and Scopus, there is no similar work which tested a similar framework based on evidence from an emerging economy. Based on RBV, it is possible to suggest that green employee empowerment and the role of HR as a Business Partner constitute unique resources when adopting green HRM practices.

Social sustainability: what does it say to tourism employment?

2021 ◽  
pp. 78-93
Author(s):  
Tom Baum ◽  
Shelagh Mooney
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Social Sustainability ◽  
Local Environment ◽  
Economic Environment ◽  
Macro Level ◽  
Organizational Level ◽  
Successful Implementation

Abstract This chapter discusses the context of tourism employment, the practice of sustainable human resource management (HRM), and the application of sustainable HRM in tourism. It is suggested that the successful implementation of sustainable HRM begins at the organizational level, while also recognizing the interaction of the economic environment on the organization's processes and its effects on its local environment, economically, socially and environmentally. The macro-level and organizational-level considerations in implementing a sustainable HRM approach are discussed.

Developing The Next Generation Of Clinical Laboratory Scientist Supervisors: A Study Of Supervisory Competencies In Clinical Laboratory

2020 ◽  
Vol 154 (Supplement_1) ◽  
pp. S120-S120
Author(s):  
V D Kummerfeldt
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Succession Planning ◽  
Clinical Laboratory ◽  
Management Strategies ◽  
Next Generation ◽  
Leadership Programs ◽  
Management Competency ◽  
Laboratory Scientist

Abstract Introduction/Objective Developing the next generation of clinical laboratory scientist (CLS) supervisors who are competent and comprehensively prepared to meet the industry’s healthcare demands can be challenging. When a CLS is promoted to a supervisory position and then found to be incompetent due to the lack of experience, skills, knowledge and/or abilities. To identify the root cause of this phenomena a comprehensive review of the literature explored management competency theories and concepts (Katz’s three-skills approach, the Peter principle, Sandwith’s competency domain model, and National Center for Healthcare Leadership’s health leadership competency model). The management competency theories provided the foundational theoretical framework for this study. Methods Quantitative and qualitative data was used to address the research questions. A modified Tipton’s instrument/survey was used. The survey used demographic, open-ended, and Likert-type questions. Results This study had a total of 247 participants, who self-identified as CLS supervisor or manager, and completed an online survey. The results showed an increased competency level due to experience, continuous learning, mentors, formal education, leadership programs and delegation of tasks. The majority of the participants did not feel that the College of American Pathologists regulatory standard of a general CLS supervisor was sufficient to produce a competent CLS supervisor. Training and education was recommended to help transition CLS practitioner into the role of CLS supervisor. Other recommendations include mentors, succession planning, career ladder/leadership programs, experience, and support. Conclusion In order to develop the next generation of CLS supervisors, who are comprehensively prepared to meet the industry’s healthcare demands, healthcare organizations are going to need to employ evidence-based human resource management strategies. Human resource management strategies, such as training and development programs, leadership programs, mentor programs, and succession planning, should include administrative and interpersonal domain knowledge, skills, abilities and experience

THE INFLUENCE OF HUMAN RESOURCE MANAGEMENT SYSTEMS ON INNOVATION: EVIDENCE FROM IRISH MANUFACTURING AND SERVICE FIRMS

2017 ◽  
Vol 21 (01) ◽  
pp. 1750003 ◽  
Author(s):  
FRANK CROWLEY ◽  
JANE BOURKE
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Successful Implementation ◽  
Service Firms ◽  
Firm Level ◽  
Firm Innovation ◽  
Employment Contracts ◽  
Hrm Practices

The ability of firms to maximise their innovative potential is fundamental to economic growth. The successful implementation of human resource management (HRM) practices is important for firm performance, and there is a growing understanding of the benefits to firms when HRM practices are applied together. We investigate if HRM practices are significantly more effective when implemented as ‘bundles’ or ‘systems’ of complementarities than when they are implemented individually in Irish manufacturing and service firms. The National Workplace Survey (2009a), a dataset rich with information on HRM practices at the firm level, is employed. HRM bundles relating to performance management and appraisal, knowledge sharing and involvement and empowerment in decision-making are all positively associated with innovation in manufacturing and service firms, and bundles of flexible employment contracts practices positively influence innovation in service firms. In summary, HRM practices when applied together, rather than in isolation, are important for firm innovation.

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