scholarly journals Contemporary Knowledge Workers and the Boundaryless Work–Life Interface: Implications for the Human Resource Management of the Knowledge Workforce

2018 ◽  
Vol 9 ◽  
Author(s):  
Justin Craig Field ◽  
Xi Wen Chan
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Knowledge Workers ◽  
Work Life ◽  
Boundaryless Work

scholarly journals Human Resource Management Practices and Employee’s Turnover Intention in the Manufacturing Industry in Malaysia

2018 ◽  
Vol 8 (2) ◽  
pp. 216
Author(s):  
Ong Choon Hee ◽  
Chew Mei Lien ◽  
Sim Jun Liang ◽  
Ainatul Shahirah Mohamed Ali ◽  
Nazhatul Shima Abd Manap ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Turnover Intention ◽  
Manufacturing Industry ◽  
Management Practices ◽  
Work Life ◽  
Human Resource Management Practices ◽  
Recruitment And Selection ◽  
Main Factor

The main objective of this study is to examine the influence of Human Resource Management (HRM) practices (compensation and benefits, recruitment and selection and work-life policies) on employee's turnover intention. A survey questionnaire was sent and collected from 60 respondents who worked in the Manufacturing Industry in Malaysia. The results showed that the main factor that influences turnover intention of the employees was compensation and benefits. Hence, manufacturing firms ought to put extra efforts in this aspect in order to retain talents and minimize turnover rate of its workforce. Recruitment and selection and work-life policies were found to be not significant in predicting employee’s turnover intention.

Rewarding Knowledge Workers

2011 ◽  
pp. 309-320
Author(s):  
Sofiane Sahraoui
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Customer Service ◽  
Knowledge Workers ◽  
Knowledge Work ◽  
Goods And Services ◽  
New Strategy ◽  
Intellectual Assets ◽  
Primary Focus

In a business environment characterized by digitization, globalization, mobility, workgroups, immediacy, and disintermediation (Tapscott, 1996), organizations have become ever more reliant on delivering maximum value to their customers to keep competitive. Knowledge workers using computing and communication technologies produce intangible goods and services. They represent the primary leverage through which organizations maximize the value offered to their customers. Leveraging the intellectual assets of knowledge workers should be the primary focus of planning processes where customer service systems are designed along with accompanying IT solutions. Knowledge work will require new forms of management and, implicitly, a new strategy for human resource management (Collins, 1998). Consequently, human resource management is increasingly trying to reinvent itself around the emerging concepts of knowledge work and core competencies (Lawler, 2000).

Strategic human resource management and knowledge workers

2008 ◽  
Vol 31 (9) ◽  
pp. 683-696 ◽  
Author(s):  
Stephen T.T. Teo ◽  
Bhavini Lakhani ◽  
David Brown ◽  
Teemu Malmi
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Knowledge Workers ◽  
Strategic Human Resource Management

scholarly journals Human resource management leave and tour management data retrival system

2018 ◽  
Vol 7 (2.8) ◽  
pp. 186
Author(s):  
A Ajay Kumar ◽  
Tenali Ravi Kumar ◽  
T Bala Akhil Reddy
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Work Life ◽  
Management Framework ◽  
Fundamental Reason ◽  
Commercial Process ◽  
Resource Organization ◽  
Relationship Of ◽  
Research Show

This paper assembles a progressive learning-based research show organizing human resource organization system (HRMS) and legitimate execution from the perspective of various levelled learning structure is usefulto decreasethe costs also it saves the time, joining and altering Human Resource tries to whatever is left of the partnership. Experts will be locked in and secure with more information and decreaseover their work life. With this Human Resource Management Framework one can easily develop the work frameworks and approach. The fit flexibility features keep delegates present and fulfilling, even as statutes and controls change. For gifted relationship of commercial process, computerization in the current circumstance. The fundamental reason for the undertaking is to build up a HRM structure is the Intranet Automation of HR Software .HR framework gives the data with respect to the pros I the affiliation.

scholarly journals Human Resource Management Practices and Employee Retention

2020 ◽  
Vol 9 (1) ◽  
pp. 30-35
Author(s):  
Archana Yadav
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Power Management ◽  
Human Resource ◽  
Management Practices ◽  
Training And Development ◽  
Work Life ◽  
Annual Reports ◽  
Human Resource Practices ◽  
Hrm Practices

The study aims to assess the predicting role of human resource management (HRM) practices in retaining employees in NTPC Ltd. The company has been successful not only in attracting the best talent in the market, but also in retaining them, according to NTPC’s annual reports from 2013 -17, attrition rate was between .93% to 1% of the Middle Executive. NTPC is a leader not only in the power industry, but also in the market due to its robust HRM practices. Training and development emerged as the most prominent HRM practice during the study, which is also considered the backbone of NTPC Ltd. The company maintains a dedicated Knowledge sharing centre located in Noida, known as the ‘Power Management Institute’ (PMI) which is a world-class learning centre, has collaborated with best institutes in the world and train employees at all levels from entry level to top executive level with ‘planned intervention ‘. Data was obtained from NTPC’s publications maintained in the form of annual reports and ‘Power Management Institute ’annual calendars for the previous five years. A survey was conducted across various plants of NTPC on Middle- Level Executive on human resource practices which are followed in NTPC. HRM practices examined in this study are Security, training and development, quality of work life, compensation, career advancement, Promotion, award and rewards, and work-life balance. Findings indicate that Training and Development and Compensation are the most significant human resource practices in retaining employees and Promotion is the least significant HRM Practice in retaining employees at NTPC Ltd.

Theoretical and Practical Aspects of Knowledge Management

2011 ◽  
pp. 855-861 ◽  
Author(s):  
Frank Land ◽  
Sevasti-Melissa Nolas ◽  
Urooj Amjad
Keyword(s):  
Knowledge Management ◽  
Information Systems ◽  
Resource Management ◽  
Human Resource Management ◽  
Knowledge Sharing ◽  
Human Resource ◽  
20Th Century ◽  
Knowledge Workers ◽  
Research Projects

The last decade of the 20th century saw the emergence of a new discipline within the realm of information systems, which became known as knowledge management (KM). As such, it has become one of the most discussed issues amongst academics and practitioners working in the information systems and human resource management arenas (Prusack, 2001). Amongst academics it has become an area of specialisation with research projects, journals, conferences, books, encyclopaedias, and numerous papers devoted to the topic. Businesses are investing heavily in buying or developing KM supportive systems. However, predominately researchers and practitioners in this area have tended to see (see for example, Alavi & Leidner, 2001; Baskerville, 1998): 1. consider the context in which knowledge management takes place as teams of knowledge workers in communities of practice, whose performance and the performance of their organisation, can be enhanced by knowledge sharing; 2. focus on the process—the creation and application of knowledge management programmes and systems as an organisational resource—neglecting, with some exceptions (Alvesson & Karreman, 2001; Swan & Scarborough, 2001; Schultze, 1999), the wider context in which knowledge management takes place and the fact that resources can be used in ways that can be both creative and destructive, facilitating and manipulative; and 3. stress the role of technology as the enabling agent for KM.

Bridging the research–practice gap: Developing a measurement framework for work–life initiatives

2008 ◽  
Vol 14 (3) ◽  
pp. 239-258 ◽  
Author(s):  
E Anne Bardoel ◽  
Helen De Cieri ◽  
Susan Mayson
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Work Life ◽  
Life Outcomes ◽  
Human Resource Professionals ◽  
Resource Based View ◽  
Measurement Framework ◽  
Practice Gap

AbstractResearch in human resource management has advocated the development of a systematic process of measurement that enables managers to obtain and evaluate evidence about the performance of work–life initiatives, in both financial and non-financial terms. We apply the resource-based view of the firm, within the context of strategic human resource management literature, and conduct qualitative research in focus groups with human resource professionals and managers from 27 medium to large organisations operating in Australia. Our research explores what organisations are currently measuring with regard to work–life outcomes, how they are measuring it, and what they would like to measure. Integrating the practitioners' perspective with academic literature, we develop a framework of measurement for work–life initiatives.

Sign in / Sign up

Export Citation Format

Share Document