Transformation of Human Resources Management Solutions as a Strategic Tool for GIG Workers Contracting

Recently, organizations are becoming more intelligent, flexible, and efficient by using new digital technologies in human resources management (HRM). The HRM solutions are considered as an important source to support strategic decisions, create value within and across organizations for employees and management. Today, organizations are facing challenges for gig workers to retain the level of progression and development required for business continuity. Gigs are generally self-employed who are very hard to manage without having a solid e-HRMS that can fulfill their needs in addition to the permeate employee needs as well. The main objective of this chapter is to highlight digital transformation in HRM and dive into the e-HRM concept, development stages, types, and strategies. In addition, it shows how e-HRM contributes to increase the effectiveness of human resources. It will also discuss multiple dimensions about the gig work management (GWM) including the contracting methodologies, policies, and behaviors that the e-HRM need to consider for the gig workers.

THE EFFECT OF EMPLOYEE NEEDS IDENTIFICATION ON EMPLOYEE PRODUCTIVITY IN SELECTED TELECOMMUNICATION COMPANIES IN SOUTH-WESTERN NIGERIA

A significant challenge in the Nigerian work environment is the challenge of productivity. This challenge has been attributed to a long-held emphasis on training which is concerned with the immediate benefit of the organisation. This study examined the effect of employee needs identification on employee productivity measured how far the Nigerian corporate world has adjusted to this trend. The scope of the survey cut across the Nigerian telecommunication companies. Specifically, the objective of the study was to determine how the employee needs identification impacts employee productivity variables (employee problem-solving skills, employee effectiveness, employee efficiency, and employee innovation and creativity). The population of the study consists of all employees who are engaged in the operations of the three main mobile service providers in Lagos State, Nigeria which was a total of 359. The sample size of 359 was arrived at using a census approach because the population of all the three firms’ customer service centres and the total number of employees of their customer service centres are within the Lagos geographical location. The study adopted the survey research design to generate findings from quantitative data. Results were analysed with structural equation modelling with Path coefficients, and Statistics used to measure the variables. From the study’s findings, variables measured had a high effect on each other, with employee needs identification directly and significantly influencing employee productivity. It was recommended that management must assess the learning requirements of individual employees and cater for their learning needs in order to have a more productive workforce

Allocation of the Number of Employees Based on Workload at PT Asuransi Central Asia Medan Branch

Human resources are individuals who work as the cogs of a company and can produce ideas that are useful for the company. A company must have a department which in carrying out its duties functions to regulate planning in Human Resources and in carrying out the department concerned will calculate the number of employees who will then be given authority or responsibility for their work. Productivity and work efficiency can be disrupted if there is an employee workload. Employee workload can occur when doing tasks that exceed the ability of employees. At PT Asuransi Central Asia there is an imbalance of work in some divisions and causes delays in completing work. In addition, the distribution of employees in each work unit, there are still those who do not refer to the workload and there are also employees who do not use their productive time as well as possible. The purpose of this study is to analyze the working time of employees by using the Work Sampling method and also to analyze the amount employee needs based on workload measurement with the Full Time Equivalent method. The results of this study indicate that the effective working day for a year is 226 days and the effective working time is 1,360 hours for five working days per week. Through the Work Sampling method, it is known that the total time for productive activities is 78%, unproductive activities are 11% and personal activities are 11% with a 30% allowance. Based on the results of measuring the workload with the Full Time Equivalent method, it can be seen that there are 16 employees with an under load workload, an in load workload of 13 employees and an employee with an overloaded workload of 8 employees. Therefore, the company can take several steps to optimize its employees, namely by transferring tasks from overloaded employees to under loaded employees in the same division, companies can also increase working time with overtime wages without having to add 5 employees to save company costs, companies can also conduct employee transfers, provide training and education to improve employee skills and knowledge, and pay attention to the employee's work system. Keywords: Employee Needs, Workload, Work Sampling, Full Time Equivalent.

Recalibrating healthcare to create a more equitable post-pandemic work environment

The COVID-19 pandemic has accelerated the need for flexible arrangements, including asynchronous work and working from home. These arrangements may be necessary to comply with public health directives and are manageable when few other options exist. It can be difficult to lead in an environment when team members have divergent core working hours and are not available for collaboration. This can be compounded by the perception of inequitable treatment of employee needs or preferences by management, which can further strain team dynamics. As the pandemic eases, it may be difficult for all employees to revert to a fully on-site arrangement; some may be unable and others unwilling. Leaders will need to consider ethical issues in reaching organizational goals in this new reality. Equity, diversity, and inclusion principles will be critical when balancing the needs of the individual and the team. Supportive arrangements and a culture of inclusion will be key to retaining top talent.

Mediating Role of Psychological Contract Fulfilment on the Relationship between Strength of HR Signal and Organisational Commitment: Evidence from the Indian Manufacturing Sector

This study examined the relationship between human resource (HR) signals’ strength and affective organisational commitment (AOC) through the mediating role of psychological contract fulfilment (PCF). Survey data were collected from 460 manufacturing sector respondents. Structural equation modelling confirmed that HR signals’ strength and PCF positively influenced AOC. PCF also mediated the relationship between the HR signal and AOC’s strength. Results have theoretical implications, as well as practical implications for the management to consider fulfilling its obligations to meet employee needs and expectations through appropriate HR strategies for enhancing employees’ AOC.

EFFECT OF COMMUNICATION AND COORDINATION ON EMPLOYEE PERFORMANCE AT CV. AFIF KING TAMBAK DELI SERDANG

This study aims to determine whether communication and coordination both partially and simultaneously have a significant effect on employee performance at CV. Afif Raja Tambak Deli Serdang and how much influence he had. The method used in this study is a quantitative method with several tests, namely reliability analysis, classical assumption deviation test and linear regression. Based on the results of the primary data regression which was processed using SPSS 20, the following multiple linear regression equation was obtained: Y = 0.518 + 0.669 X1 + 0.327 X2. Partially, the communication variable (X1) has a significant effect on employee performance (Y) at CV. Afif Raja Tambak Deli Serdang. This means that the hypothesis in this study is accepted, as evidenced by the value of t count > t table (7.749 > 2.052). While the coordination variable (X2) has a significant effect on employee performance (Y) at CV. Afif Raja Tambak Deli Serdang. This means that the hypothesis in this study is accepted, as evidenced by the value of t count > t table (3.389 > 2.052). Simultaneously, the variables of communication (X1) and coordination (X2) have a significant effect on employee performance (Y) at CV. Afif Raja Tambak Deli Serdang. This means that the hypothesis in this study is accepted, as evidenced by the calculated F value > F table (340.584 > 3.35). Communication variables (X1) and coordination (X2) are able to contribute to the influence of employee performance variables at CV. Afif Raja Tambak Deli Serdang (Y) is 96.2% while the remaining 3.8% is influenced by other variables not examined in this study. From the conclusion above, The author suggests that employees and leaders should further improve and maintain existing coordination so that existing cooperation is more awake. Employees should work sincerely so that there are no company goals and employee needs are met by CV. Afif Raja Tambak Deli Serdang.

Antecedent and Consequence the Human Resources Management Factors on Civil Servant Performance

This study aims to analyze the effect of motivation, work environment on performance. This type of research is explanatory research. The research sample is a civil servant at Pare-pare city, Indonesia; Data use purposive random sampling of 40 respondents. The research period was carried out in October - December 2020. The method of analysis in this study was multiple regression analysis. The results of this study indicate that work motivation and work environment have a significant effect on performance. This study proves that both theoretically and previous empirical studies explain that increasing motivation and work environment will improve civil servant performance. To get the best results, an employee needs to balance the ability to perform the task given and the willingness to complete the job. This balance can lead to an increase in productivity and an improvement in inefficiency. Motivated employees can lead to increased productivity and allow an organization to achieve higher levels of output. A healthy workplace environment: workplace culture, creating a happier corporate culture. Every company has its own corporate culture. Great company culture can keep employees productive and even help your company retain the best employees, and happy workers are also more likely to stick around

Towards effective talent management and employer branding

Purpose Concerns about unsatisfactory work-life balance is negatively affecting turnover in many firms. Family-friendly HRM practices that address employee needs can help businesses reverse this trend and achieve desired outcomes from their talent management and employer branding initiatives. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Concerns about unsatisfactory work-life balance is negatively affecting turnover in many firms. Family-friendly HRM practices that address employee needs can help businesses reverse this trend and achieve desired outcomes from their talent management and employer branding initiatives. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Dampak Kualitas Kehidupan Kerja dan Motivasi Kerja pada Employee Engagement

This study aims to analyze the level of Employee Engagement in education personnel at Merdeka University Malang and another factors related to quality of work life and work motivation. This research was followed by 60 employees of Education Staff of Merdeka University Malang. Explanatory research using a quantitative approach was applied in this research. This study explores the phenomenon of organizations that are increasingly responsive to employee needs. This phenomenon happen so that the company does not lose its best people. Yet the issue of stealing employees is still frequently heard. Organizations are competing to retain employees by paying attention to the quality of work life of their employees and providing encouragement in the form of motivation to retain employees. Based on the simultaneous test results, it can be concluded that there is a significant influence between the quality of work life and work motivation on employee engagement. However, in partial testing, it can be concluded that there is no significant effect between the Quality of Work Life variable and the Employee Engagement variable.

It’s time to change how we think about our employees

Purpose This paper aims to propose the need to be bolder about recognizing when an employee needs to be let go. Design/methodology/approach This paper is based upon a review of literature and extensive fieldwork. Findings Three situations are presented for when releasing an employee may be the appropriate tactic, along with five general principles for shifting the organization–employee relationship from unhealthy enmeshment to a mutually beneficial arrangement. Originality/value This paper proposes a practical view of the organization–employee relationship that strives to enhance organizational performance while honoring the humanity of the employee.