scholarly journals ROLE OF PERFORMANCE PLANNING PRACTICES ON HUMAN RESOURCE TEAM BUILDING

2021 ◽  
pp. 16-23
Author(s):  
Dr. Srijib Shankar Jha
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Employee Performance ◽  
Team Building ◽  
Employee Attitudes ◽  
Individual Contributions ◽  
And Performance ◽  
System Variables

Numerous organisations’ efforts in recent years have been directed toward strategies that increase individual contributions to the organization’s overall success. Numerous authors have investigated the connections between various facets of human resource management practises and their effect on employee effectiveness. Additionally, while it is widely accepted that human resource management is positively related to organisational and employee performance, considerable interest has grown in understanding the relationship between HRM and performance in the Indian context. The purpose of this paper is to determine the extent to which performance management system variables are associated with employee attitudes, particularly team building. The study employs both quantitative and qualitative methods; based on the information gleaned from the literature review, structured questionnaires were used to collect data from 200 employees in four organisations, which were then analysed statistically. The findings indicate that the majority of performance planning elements have a positive and significant correlation with team building. KEYWORDS : performance planning, team building, employee attitude, human resource management.

Application of Statistics in HR Research

2017 ◽  
pp. 74-107
Author(s):  
Dipak Kumar Bhattacharyya
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Resource Planning ◽  
Statistical Tools ◽  
Specific Research ◽  
Critical Areas ◽  
And Performance

Application of statistics in HR research has been briefly explained in our introductory chapter. It is now acknowledged, with statistics, we can ensure our HR research is more effective. Such research results can also help to take critical HR decisions at organization level. In this chapter, we have discussed on application of statistics in HR research in two critical areas, i.e., human resource planning (HRP) and performance management. Both in HRP and performance management, we can make extensive use of various mathematical, econometric, and statistical tools. Also, we have many established models. However, here our focus is restricted to only some of the simple statistical tools that can help in research in this two-critical human resource management areas. As the purpose of this chapter is to explain use of statistics in two major areas of HR research, it will cover only some selected areas of application. At the outset focus is on the specific research nitty-gritty, as these may help prospective researchers to get their basics clear, before they proceed for research in HRP and performance management areas.

scholarly journals Human resource management surveys at organizations operating at profitoriented and public spheres

2009 ◽  
pp. 79-86
Author(s):  
Éva Gergely
Keyword(s):  
Resource Management ◽  
Public Sphere ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Human Resources Management ◽  
Modern Human ◽  
The Public ◽  
Private And Public ◽  
And Performance

I introduce the performance management from the area of human resource management that I examined at organizations operating in market environment and in the public sphere as well. The reason of my choice of subject is that the performance management got into the centre of interest also in Hungary lately.The scale of values connecting traditionally to the organizations of the private and public sphere is different vitally, what affected substantive differences of the organization, the management and the human resources management environment. Within these I tried to reveal their performance management system and with their comparison to draw conclusions. I did my surveys at profit oriented organizations and at organizations operating at the public sphere.Performance management is one centre field of modern human resource managing, as the basis of the successful functioning of any company is the possibly most effective operation of its resources. Performance management is a possibility for the company and for the employer to overview the realization of the determined aims and the factors that block or promote accomplishments. Considering the results, the employee and the manager could determine subsequent realistic and accessible aims for the following period. Achievement management is extremelyimportant in those positions where achievement could not be measured accurately.I carried out my surveys according to performance management by observation and data acquisition. I applied questionnaire survey to collect data, or rather made deep interviews; I talked personally with more employees as well.The questionnaire consisted of one data format and performance management questionnaire. I processed the gathered data by computer and visualized graphically. I also did examinations by using statistic methods, by which I was able to get to know the certain organizations deeper and thus it was possible for me to reveal more connections.

scholarly journals INFLUENCE OF HUMAN RESOURCE MANAGEMENT PRACTICES ON THE PERFORMANCE OF HEALTH WORKERS IN KIAMBU COUNTY, KENYA

2021 ◽  
Vol 7 (2) ◽  
pp. 1-18
Author(s):  
Jacob Mutwiri ◽  
Eunice Mwangi ◽  
Osiyel Edwin
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Management Practices ◽  
Health Workers ◽  
Unique Contribution ◽  
Improve Performance ◽  
Human Resource Management Practices ◽  
And Performance

Purpose: The general objective of the study was to establish the role of human resource management practices on the performance of health workers in Kiambu County, Kenya. Methodology: The study adopted cross sectional research design, using both descriptive quantitative and qualitative techniques. The study targeted managers and workers of four hospitals which were purposefully chosen. The data was collected by administering questionnaires to the respondents and conducting KII to the managers. The data was analyzed using SPSS V27. The data was presented using tables and charts to summarize responses. For further analysis and comparison, the generated quantitative reports were subjected through tabulations, percentages, measure of central tendencies, correlation coefficient, chi square test, and inferential statistics. Findings: The study reviewed that training opportunities and performance management practices improves staff motivation and performance (mean of 4.23, and 4.13). Planning (2.66) was biggest hindrances to utilizing training to improve performance. The managers were not well trained on using appraisals, ratings and feedback (2.06) for performance management. The institutions were not embracing performance culture (2.60), and using it for continuous improvement (1.82). Additionally, the study showed that hospitals did not carry out performance measurement regularly (2.81) and the systems for data collection were inadequate (2.43). Unique contribution to theory, practice and policy: The study showed that human resource management practices improve health workers performance. Institutions should formulate and review policies to support human resource management practices that improve performance of the health workers

Human Resource Management Patterns of (Anti) Corruption Mechanisms within Informal Networks

2019 ◽  
Vol 38 (2) ◽  
pp. 177-193
Author(s):  
Maral Muratbekova-Touron ◽  
Tolganay Umbetalijeva ◽  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Peer Pressure ◽  
Social Recognition ◽  
Informal Networks ◽  
Network Ties ◽  
Hrm Practices ◽  
And Performance

In this article, we propose to comprehend the corruption mechanisms of tender bidding processes in terms of Human Resource Management (HRM) practices within informal networks. Taking the context of Kazakhstan, we analyze the behavior of individual actors as members of informal networks. Our analysis shows that both corruption and anti-corruption mechanisms can be explained in terms of HRM practices such as (camouflaged) recruitment (e.g., of powerful government officials via network ties), compensation (e.g., kickbacks for corruption; social recognition or shame for anti-corruption) and performance management (e.g., demonstrative punishment for corruption; extreme formalization, peer pressure or social sanctions for anti-corruption).

HUMAN RESOURCE MANAGEMENT AND THE MOTIVATION OF TECHNICAL PROFESSIONALS

1999 ◽  
Vol 03 (01) ◽  
pp. 1-26 ◽  
Author(s):  
ANDREW McMEEKIN ◽  
ROD COOMBS
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Case Studies ◽  
Human Resource ◽  
Human Resource Managers ◽  
Line Managers ◽  
Management Procedures ◽  
And Performance ◽  
Technical Professionals

This paper examines the links between human resource management (HRM) and the motivation of technical professionals located in R&D (research and development) functions. This issue is addressed through case studies of four large technology-based firms. Interviews were conducted with human resource managers, line managers and technical professionals. The various HRM practices identified in the case studies are analysed with respect to their impact on the motivation of technical professionals. In particular, the research reveals that there is confusion between appraisal and performance management, and that explicit career management procedures are poorly deployed.

scholarly journals How Do Human Resource Management Practices Predict Employee Turnover Intentions: An Empirical Survey of Teacher Training Colleges in Kenya

2018 ◽  
Vol 9 (4) ◽  
pp. 201
Author(s):  
Kyalo Abigail Manthi ◽  
James M. Kilika ◽  
Linda Kimencu
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Management Practices ◽  
Turnover Intentions ◽  
Teacher Training Colleges ◽  
Human Resource Management Practices ◽  
Training Compensation ◽  
And Performance

This study sought to establish how Human Resource Management practices predict tutor turnover intentions in primary Teacher Training colleges (PTTCs) in Kenya. The objectives of the study were: to establish the influence of Training, Compensation, Career development and Performance management on tutor turnover intentions in PTTCs in Kenya. The scope of the study was the Nairobi Metropolitan region. Multi stage sampling was used to obtain a sample size of 152 respondents where the actual response rate was 74.3%. The findings of the study showed that training, compensation, career development and performance management were poorly practiced and that they significantly and negatively predict tutor turnover intentions in PTTCs as they collectively accounted for 28% variation in the experienced turnover intentions among the tutors. The findings raise both theoretical and practical implications for underpinning HRM practice, behavioral science theories and personnel administrative responsibilities to college principals respectively. The study calls on future research to consider the contingent effects of the tutors' demographic characteristics and the contextual factors surrounding HRM Practice in the Colleges.

scholarly journals DETERMINANTS OF STANDARDIZATION AND LOCALIZATION OF HUMAN RESOURCE MANAGEMENT (HRM) PRACTICES IN MULTINATIONAL COMPANIES’ SUBSIDIARIES: A REVIEW AND IMPLICATIONS

2021 ◽  
pp. 29-42
Author(s):  
Stephen James ◽  
Mawazo. H. Baruti
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Industrial Relations ◽  
Multinational Companies ◽  
Host Countries ◽  
Hrm Practices ◽  
And Performance ◽  
The Individual

Standardization and localization are two debatable concepts in human resource management of Multinational Companies (MNCs) subsidiaries. Standardization involves conducting subsidiaries HRM practices in similar ways as conducted at headquarters of Multinational Companies while localization is adaptation of subsidiaries HRM practices to ways used by local firms in the host countries of subsidiaries. The objective of this paper was to explore determinants associated with standardization and localization of HRM practices in Multinational Companies’ subsidiaries. Method used was a review of literature retrieved from Google, Google Scholar and Jstor as electronic data bases. Interpretation of findings from the literature showed that there were various determinants associated with standardization and localization of HRM practices in Multinational Companies’ subsidiaries and mostly included: cultural and institutional factors, country-of-origin dominance and HRM approaches adopted by Multinational Companies for overseas subsidiaries. It was concluded that the national contexts of the parent and host countries as reflected in the individual determinants had a huge role to play in standardization and localization of HRM practices such as staffing, training and development, compensation, communication, job design, promotion, recognition, job security, industrial relations, and performance management among MNCs’ subsidiaries. The paper also provided implications to international human resource management practitioners. KEY WORDS: HRM practices, Localization, Standardization, Subsidiaries

scholarly journals Human Resource Management Practices and Employee Performance in Canon Chemicals Limited in Kenya

2021 ◽  
Vol 5 (3) ◽  
pp. 61-73
Author(s):  
Roselyn Muchiri Nyaguthii ◽  
◽  
Dr. Jedidah Muli Vika ◽  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Performance Management ◽  
Human Resource ◽  
Management Practices ◽  
Employee Performance ◽  
Employee Motivation ◽  
Cosmetic Industry ◽  
Human Resource Management Practices ◽  
Study Participants

Although several studies have been done on the notion and context of Human Resource Management Practices (HRMPs) and their influence on employee performance in numerous organizations, none has been done within the cosmetic industry in Kenya. Therefore, there was a need for a study to be carried out concentrating on Kenya's cosmetic industry on what HRMPs impact on employee performance. The study was conducted at Canon Chemicals Limited in Mavoko Sub County, Kenya. The specific objectives were to determine the effects of compensation and workers participation on employee performance. The study utilized descriptive research design. A sample of 40 participants was selected using census approach since the population at Canon Chemicals Limited was small. A structured questionnaire was used to collect data from the study participants and all the distributed questionnaires were duly filled and returned. Descriptive statistics used were frequencies and percentage distribution, while inferential analysis were correlations and regression. The findings of the study suggest a moderate relationship between HRMPs and overall employee performance. Contrary to expected results, regression analysis did not show a significant relationship between HRMPs under consideration and employee performance. Therefore, HRMPs should not be generalized to enhance employee performance; rather, other confounding factors that are out of scope in this current study may play a significant role in overall employee performance. The result of this study is an indication that Canon Chemicals Limited should improve on all the aspects of human resource management practices that include employee compensation and employee participation to spur overall employee performance. The organization needs to carry out regular surveys and have merit employee motivation and embrace a human resource management practices policy. Keywords: Human Resource Management Practices (HRMPs), Performance Management.

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