scholarly journals Work Flexibility, Job Satisfaction, and Job Performance among Romanian Employees—Implications for Sustainable Human Resource Management

2020 ◽  
Vol 12 (15) ◽  
pp. 6086
Author(s):  
Adriana AnaMaria Davidescu ◽  
Simona-Andreea Apostu ◽  
Andreea Paul ◽  
Ionut Casuneanu
Keyword(s):  
Job Satisfaction ◽  
Resource Management ◽  
Human Resources ◽  
Job Performance ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Work Motivation ◽  
Employee Development ◽  
The Impact

In light of future work challenges, actual human resource management (HRM) needs to be redesigned, including long-term development, regeneration, and renewal of human resources, passing from consuming to developing human resources by incorporating the concept of sustainability. Thus, sustainable HRM is seen as an extension of strategic human resources, presenting a new approach to human resource management. The labor market is constantly changing, atypical work acquiring a significant relevance, especially in these current times of coronavirus crisis restrictions. In Romania, promoting the law of teleworking transformed labor flexibility into a topic of interest, and became an increasingly vital requirement for employment and a motivating factor for Romanian employees. In such a context, this paper aims to investigate the link between employee development and worktime and workspace flexibility as relevant characteristics of sustainable HRM, job satisfaction and job performance among Romanian employees in order to identify how to redesign HRM in the face of “future work” challenges. Additionally, the paper aims to examine the impact of different types of flexibility—contractual, functional, working time, and workspace flexibility—in order to highlight the relevance of employee development and employee flexibility as important aspects of sustainable HRM in increasing the overall level of employee job satisfaction. In order to make this possible, an “employee flexibility composite indicator,” which takes into account different types of flexibility, has been developed using feedback from Romanian employees, which was gathered by a national representative survey using multiple correspondence analysis. Furthermore, the impact of both individual and employee flexibility on overall level of job satisfaction has been quantified using binary logistic regression models. Within the research, there is a particular focus on the impact of new types of workspaces (flex office, co-working, total home office, partial home office—FO, CW, HOT, HOP) on job performance, job satisfaction, organizational performance, professional growth and development, social and professional relationships, and personal professional performance as well as on the overall level of work motivation. The empirical results revealed that these new types of workspaces are highly appreciated by employees, generating a growing interest among them. Partial home working, the mix between working from home and working in a company’s office, has been considered an optimal solution in increasing organizational performance, social and professional relationships, learning and personal development, and the overall level of work motivation. The results of the multiple correspondence analysis highlighted a medium level of flexibility among those Romanian employees interviewed, with only one third of them exhibiting high levels of flexibility. The empirical analysis of logistic regression analysis pointed out the role of functional flexibility, working time, and workspace flexibility along with the flexibility composite indicator in increasing the level of job satisfaction in employees. Therefore, if the challenge is to redesign the actual human resource management in order to include the concept of sustainability, attention needs to be on a combination of employee development-flexible time and flexible places, leading to an increase in both employee job satisfaction and organizational performance as important outcomes of sustainable HRM.

scholarly journals Implementation of Human Resource Management in the Adaptation Period for New Habits

2020 ◽  
pp. 19-26
Author(s):  
E. Nurzaman AM ◽  
Azhar Affandi ◽  
Andiyanga Udobong ◽  
Sarwani Sarwani ◽  
Hernawan Hernawan
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Global Economy ◽  
Employee Performance ◽  
Adaptation Period ◽  
The Impact

The COVID-19 pandemic has disrupted the global economy and business, and Human Resources (HR) is at its heart. With the organization now on the cusp of recovery, the role of HR has become even more important. The question is not limited in terms of imagining the impact and role of human resources in the future post-COVID-19. One thing is certain - the pandemic and its inherent effects on business have highlighted the need for adaptability and resilience in today's workforce, accelerated the shift towards a new digital economy, and emphasized the importance of HR in the new normal. This study tries to describe the role of human resource management in an effort to restore organizational performance. This study is a qualitative research using descriptive methods to describe the object under study. The results showed that the role of HRM during the COVID-19 pandemic was very strategic, especially in terms of maintaining the health and safety of workers when returning to work by implementing strict health protocols and also providing guidance and assistance for employees affected by COVID-19 such as downsizing and restructurisation. This research also presents HR transformation in terms of employee performance appraisal using results-based performance methods and the use of technology as a support in job optimization

scholarly journals Innovations in Human Resource Management: Impact of Social Media Use on Employees’ Performance

2020 ◽  
pp. 139-153
Author(s):  
Maan Alkhateeb ◽  
Rania Abdalla
Keyword(s):  
Job Satisfaction ◽  
Social Media ◽  
Resource Management ◽  
Job Performance ◽  
Human Resource Management ◽  
Human Resource ◽  
Media Use ◽  
Social Media Use ◽  
Work Related ◽  
The Impact

Social media has changed the modes of all aspects of business operations, particularly human resource management practices. Firms are increasingly using social media tools to facilitate information sharing among their employees in an attempt to improve the innovation process and firm performance. It is expected that using new information technologies such as social media will enable the firm to act proficiently on business opportunities and reconfigure human resources by utilizing networks to routinize the business's knowledge and innovation competencies. This study aims to examine how different purposes of social media use to influence employees' level of job performance directly or indirectly through job satisfaction as a mediator. Two purposes are identified: work-related purposes and personal purposes. A closed questions survey tool was used to gather the data from the employees of three leading organizations in the Tulkarm district. Two hundred eighty-two valid questionnaires were analyzed using SPSS and IBM SPSS Amos 24. The findings revealed that the impact of using social media for work purposes on job performance is fully mediated by job satisfaction, while social media use for personal purposes does not influence job performance directly nor indirectly. The current study enriches the available literature by examining social media use from two perspectives: work-related and personal purposes, thus added value to the available literature, particularly in the Palestinian context. Practically, managers could benefit from the work by adopting relevant strategies to guide this use in a way that motivate the employees towards achieving the goals of the organizations. Such as offering reliable internet services which may help in encouraging the employees or even attracting the ones who are not engaged yet in social media to start using it for work purposes, as for personal purposes, specific policies can be adopted to monitor this use within controls. The article recommends organizations to utilize and direct social media use for work purposes towards achieving the goals of the organizations. Keywords: communication, job satisfaction, performance, personal purposes, social media.

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 Impact of National Culture on International Human Resource Management

2016 ◽  
Vol 54 (2) ◽  
pp. 281-300 ◽  
Author(s):  
Biljana Đorđević
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
National Culture ◽  
Human Resources Management ◽  
Resources Management ◽  
Policies And Procedures ◽  
Business Conditions ◽  
The Impact

Abstract In today’s business conditions, the internationalisation of business becomes an almost inevitable precondition for future growth and development of organisations. However, internationalisation of business usually requires organisations to implement some changes in the way they operated in the previous period. One of the areas that require some changes is the area of human resource management, too. Factors which require modifications in this system are related primarily to the legal regulations of other countries, but also to the characteristics of their national culture. The former influence comes from the fact that national culture exerts a powerful influence on the system of values, attitudes and behaviour of people in a particular country and, among the other things, on the preferences for policies and procedures in the field of human resources management. Starting from the above, this paper analyses the impact of certain dimensions of national culture on the preferred content of human resources management in organisations in certain countries. The aim of the paper is to provide the theoretical basis for organisations that internationalised their business, or intend to do so, to create system of human resource management in the entities abroad which, at least, will represent the balance between the system that is applied at headquarter and one that is preferred in entities abroad, in order to be effective.

scholarly journals THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON ORGANIZATIONAL PERFORMANCE CASE STUDY: MANUFACTURING ENTERPRISES IN KOSOVO

2020 ◽  
Vol 21 (1) ◽  
pp. 222-229
Author(s):  
Arta Jashari ◽  
Enver Kutllovci
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Management Practices ◽  
Positive Association ◽  
Manufacturing Firms ◽  
Hrm Practices ◽  
Human Resource Management Practices ◽  
The Impact

The purpose of this study is to examine the impact of human resource management practices on organizational performance. In this study a total of 100 managers of manufacturing firms in Kosovo from public and private sectors have responded to the survey. The survey questionnaire had contained 39 items covering selected HRM practices and organizational performance. Our empirical results show that managers of manufacturing firms in Kosovo recognize the importance of employees in their organization and apply practices to manage them effectively. The outcome of correlation analysis provides evidence that HRM practices positively and significantly influence organizational performance. Recruitment and selection practices show the strongest positive association with organizational performance (rho = 0.905) compared to other practices. Regarding to our findings we suggest that with a good recruiting and selection, the organization will fill with a group of potentially qualified candidates. Also, companies should continuously train and develop and involve their employees as they are viewed as the most important resources source of competitive advantage.

An Empirical Study on Adoption of ERP on IT and Non-IT Companies in Odisha

2018 ◽  
Vol 5 (2) ◽  
pp. 58-67
Author(s):  
Monalisha Patel
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Human Resources Management ◽  
End Users ◽  
Business Culture ◽  
Complex Data ◽  
Compatibility Factor ◽  
The Impact

The complex data and information from all sectors are integrated together by the ERP within an organisation. Because of the various kinds of end users, the implementation of the ERP is a complex process to handle. Some of the effects of individual, technological and organisational factors are taken into consideration as in the impact of the usage upon ERP and its effect upon the end user. The results however suggests that the system functionalization supports the organisation in the functioning of the HR practices, training and development, self-dependency of employees (end users) and the compatibility factor of the end users as well. The usage of ERP has no doubt an impact upon human resources functions and operations. Because human resources involve the human capital, therefore the process of human resource management (HRM) is undergoing changes implementing various tools of technology while improving performance. The amalgamation between HRM processes with information technology being termed as electronic human resources management. (E-HRM). So, the phenomenon of E-HRM works to functionalise all operations and activities that the human resource management system dealt with. Both in terms of E-HRM and the virtual human resource management systems do not go with the same interpretations as those streamlined by Lepak and Snell's “The network founded structure built on partnerships and typically framed by networking technologies to support the organisation attain, develop and deploy intellectual capital.” It is not wrong to say that the decentralization of human resource functions is the essence of E-HRM. Those functions typically can be availed through an intranet or other web technology channel. When such facilities are provided within an organisation it helps the managers and employees empower themselves to perform the chosen HR functions themselves, relieving the HR department of those tasks. It is even foreseen that as E-HRM grows and renovates business culture, there would be changes, but the need is to be inculcated to a substantial measure.

scholarly journals Sustainable Development of Human Resources in Globalization Period

2020 ◽  
Vol 12 (18) ◽  
pp. 7681
Author(s):  
Zuzana Stofkova ◽  
Viera Sukalova
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource Development ◽  
Human Resource ◽  
Questionnaire Survey ◽  
Employee Performance ◽  
Human Resources Management ◽  
Employer Branding ◽  
The Impact

The article deals with human resource management, its theoretical principles, and its use in practice in the era of globalization. The main goal of this paper is to analyze and describe human resource management focused on the process of human resource development and education. The article shows how the principles are applied in a selected Information-Communication Technologies (ICT) company in Slovakia as an attractive employer who is interested in satisfaction, education, and growth of its employees, thus employer branding. The data was collected through a questionnaire survey with employees in the selected company. Secondary data from corporate sources were used, too. The aim of the survey was to point out the human resources management in a selected company and to examine the perception of the impact of employees development on their performance and to design effective approaches to personnel development in a selected company with an impact on employee performance. The aim of the survey was to find out whether there was a dependence between the subjectively perceived performance of the employees and individual aspects, which are the completion of technical training programs, individual evaluation of the employee, relocation of the employee, and the number of completed training activities. A questionnaire survey was used to achieve this goal.

scholarly journals The Important of Training and its Impact on the Performance of Employees in Banking Sectors (Abu Dhabi – UAE) to Rise Efficiency

2017 ◽  
Vol 11 (9) ◽  
pp. 138
Author(s):  
Burhan Mahmoud AwadAlomari Alomari ◽  
AlaEldin Mohammad Hasan Awawdeh ◽  
Main Naser Alolayyan
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
Positive Impact ◽  
Human Resources Management ◽  
Human Resource Management Practices ◽  
The Impact ◽  
Creativity And Innovation

The study aims at measuring the impact of human resource management practices on creativity and innovation with the presence of competencies as an intermediary variable. The study highlights the importance of human resource management practices for UAE banks and explores the role of human resource management practices in enhancing the creativity and innovation of employees. To achieve this goal, six UAE banks were selected as a study area. A questionnaire was designed and distributed to a random sample of 150 respondents. The analytical, descriptive method was used for analysis. Data analysis and testing were carried out using SPSS.Some of the most important outcomes of this study are: Human resource management practices such as compensation and benefits, employment, empowerment and human resources planning have a positive impact on innovation. Compensation, benefits, employment, training and development, also have a positive effect on creativity. Human resource management practices have a positive impact on training. The study recommends that giving the UAE banks the priority of human resource management practices is of great importance in their dimensions according to the scale of human resource management practices that are interested in achieving innovation and creativity for employees within the banks. The further studies are suggested related to human resources management practices and creativity and innovation because of their impact on achieving competitive advantage.

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