1,720,968 research outputs found
In Search of Meaning and Content of Strategic Human Resource Management for Teaching and Learning Purpose
Full text linkThough Strategic Human Resource Management (SHRM) has become a specialized course in the education of Human Resource Management (HRM), a serious consideration of the current body of knowledge of SHRM reveals a theoretical gap that exists in ascertaining meaning and content of SHRM for teaching and learning purpose, particularly in Sri Lankan context, perhaps inAsian context. This non-traditional but systematic research paper was written to accomplish three objectives: (1) to present definitions of SHRM given by authors of authoritative generalized and specialized textbooks and make a brief descriptive analysis about the definitions explored; (2) to identify and mention various dimensions or aspects of SHRM; and (3) to introduce anadequate and relevant content of SHRM which is useful for teaching and learning purpose particularly in developing country context. The desk research strategy was the strategy adopted for this study and one non-scientific method called authority was applied to carry out the study. 14 textbooks on General HRM having a separate chapter on SHRM and 8 specialized textbooks on SHRM were utilized for the study. An analysis of the contents of writing in defining and logical judgement of the author were executed. 22 contents of defining of SHRM were identified and presented. The analysis of the definitions yielded a list of 18 specific dimensions or characteristics of SHRM suggesting 18 ways of viewing HRM strategically. As topics to be included in a typical syllabus of a course titled SHRM, 15 general items were identified and mentioned.
Key Words: Definition, Learning, Strategic Human Resource Management, Teachin
Emerging HRM Trends
No full textHuman Resource Management (HRM) is a universal consideration, and regardless of their type, almost all problems faced by organizations can, at least partially, be addressed through sound HRM. Emerging HRM trends refer to new developments or general patterns of change that are becoming increasingly visible in the field. Most of these trends are driven by broader business shifts such as globalization, technological advancement, demographic changes, and the growing emphasis on sustainability. In the 21st century, the role of HRM has evolved significantly from the traditional personnel function to a strategic role, then to a participative approach, and finally to a sustainability-oriented paradigm. Today’s HRM is vast, indispensable, business-driven, and sustainability-driven, constituting both a pure and an applied field of study and practice.
The objective of this research paper is to briefly identify and discuss key emerging HRM trends. While numerous trends merit attention, this paper will focus on eleven trends which are perceived as major ones: Hybrid and Flexible Working Arrangements, Greening in HRM, Employee Ethicality and Ethicality in HRM, Diversity, Equity, and Inclusion (DEI), Digital HRM, HRM Analytics, Employee Happiness and Holistic Well-being, Economic HRM and High-Performance Organization through HRM, Presenteeism, and Quiet Quitting.
Other notable trends not covered in this paper include work–life integration, knowledge management, HRM in mergers and acquisitions, managing call centre employees, robotics in HRM, and managing nomads. While these trends pose both challenges and opportunities for HRM professionals, they can be managed in ways that generate substantial benefits for all stakeholders. Challenges should be viewed as opportunities that can be efficiently and effectively capitalized on through appropriate thoughts and appropriate actions. In this era of unprecedented disruption and possibility, our role is to anticipate trends, embrace innovation, and humanize almost every transformation. The true measure of HRM’s success will not only be how well we manage processes, but how profoundly we elevate people, because only then it is possible for organizations to achieve sustainable excellence.
Key Words: Emerging Trends, Future, Human Resource Management, Sustainable HRM
The Retirement Age: An Informative Analysis
Full text linkRetirement is a critical concern as well as a critical event in the working life of every employee of a formal organization. The retirement age is a major aspect of management of employee retirement. Hardly research studies carried out to give an informative analysis which has both theoretical and practical importance are found, particularly in Sri Lanka which recently experienced a change of the retirement age, in fact an increase. This conceptual research paper was written to give answers for eleven research questions formulated with regard to the phenomenon of retirement age. The research questions were answered by adopting a desk research strategy. It was revealed that a retirement age exists for any permanent employment, it is important due to several valid reasons, it has a form called mandatory retirement age which is different from the minimum retirement age, mandatory retirement age exists owing to accepted reasons, it has a case against itself and a case in faour ofitself, a universally accepted retirement age does not exist owing to some reasons, there is a possibility of extending the retirement age with certain pros and cons, and a good organization can determine appropriate retirement ages.
Key Words: Compulsory Retirement Age, Default Retirement Age, Human Resource Management, Mandatory Retirement Age, Minimum Retirement Age, Optional Retirement Age, Retirement Ag
A Simplified Conceptual Study of the Subject of Organizational Behaviour
Full text linkOrganizational Behaviour (OB) is a subject which is useful for becoming a successful manager in any type of organization. As far as teaching and learning OB was concerned, some performance and theoretical gaps were observed particularly in a developing country context. This research paper is a result of a conceptual study which attempted to achieve six objectives: (1) to presentdefinitions of OB given by various appropriately qualified authors, make a brief descriptive analysis about the definitions, and assert the general meaning of OB; (2) to ascertain whether OB is a part of HRM; (3) to explore and describe how OB distinctly differs from HRM; (4) to explore and describe how OB relates or becomes a synonym to subjects such as Industrial Psychology,Organizational Psychology, and Work Psychology; (5) to explore and describe how OB relates to Human Relations; and (6) to argue that OB should be an essential subject in Management Education. Adopted research strategy was the desk research and two non-scientific methods, i.e., authority to a greater extent and intuition to a lesser extent were used to carry out the study. Aconcept called 13 A’s of OB Competencies is introduced in this paper. It is believed that the write-up and the findings in achieving the six objectives are useful for teaching and learning the subject or course of OB at least in a developing country context.
Key Words: Definition, Human Resource Management, Management Education, Organizational Behaviou
Stress and Its Management: A Study Based on HRM Textbook Literature
Full text linkStress has become a serious issue which will have to be dealt with. It needs to be managed successfully. Though stress and its management have become a critical issue in the education and the practice of Human Resource Management (HRM), little research has been done with regard to a comprehensive synthesis of stress and its management in the field of HRM in Sri Lanka and Asian context. This non-traditional but systematic research paper was written to accomplish seven objectives: (1) To present some dictionary definitions of stress; (2) To explore and present nominal definitions of stress given by different authors in the HRM literature; (3) To decide whether there is a universally accepted definition of stress; (4) To explore, describe and explain why stress and its management are crucial; (5) To explore and specify the possible causes of stress given by different authors, and formulate an integrative list; (6) To explore and specify the available strategies to manage stress given by different authors, and formulate an integrative list; and (7) To ascertain the myths and facts about stress. A non-scientific method called authority was applied in order to carry out the study, and the desk research strategy was the research strategy adopted for this study. 34 main HRM textbooks which had been available and written in English were initially examined and out of them, 22 textbooks which had the discussion of stress were utilized for the study. In addition to presenting what has been written in the textbooks the study yielded 15 characteristics of stress, 5 reasons for criticality of stress, an integrative list of 81 specific stressors, an integrative list of 77 specific stress management strategies, and seven myths and seven facts of stress.Key Words: Definition, Human Resource Management, Organizational Behavior, Stress, Stress Managemen
Customer-oriented HRM, Employee Attitude about Customers, and Employees’ Customer Orientation: A Mediation Analysis
Full text linkEmployees’ customer orientation is critical for increasing customer satisfaction which is a strategic goal of any business organization that needs survival and growth. There are no theoretical argument and empirical evidence with regardto the mediating effect of employee attitude about customers on the relationship between customer-oriented Human Resource Management (HRM) and employees’ customer orientation. An empirical study was carried out to examine the relationships among customer-oriented HRM, employees’ customer orientation and employee attitude about customers by adopting asurvey to 60 managers from hotels operating in the Trincomalee district of Sri Lanka. The findings revealed significant and positive relationships among the three variables under the study and that employee attitude about customers is a partial mediator in the linkage between customer-oriented HRM and employees’ customer orientation.
Key Words: Customer-oriented HRM, Employee Attitude about Customers, Employees’ Customer Orientation, Sri Lank
Four Key Factors of Job Performance of Air Customer Service Personnel in An Airline in Sri Lanka
Full text linkAn empirical survey study was carried out by focusing on four key factors of job performance of air customer service employees or cabin crew of an airplane in an airline. The four key factors were attitude about customers, agreeableness, competencies, and pay-for-performance which were selected from a previous study done in Sri Lanka by the authors of this study. The objectives of this study were to investigate whether attitude about customers, agreeableness, competencies, and pay-for-performance significantly and positively relate to job performance of the cabin crew on customer service of an airplane in an airline; and to investigate whether these four factors have a significant joint impact on their job performance. The respondents were cabin managers who worked as cabin crew members’ supervisors. The questionnaire was given to 100 cabin managers who were in the population but only 56 completed questionnaires were used for the primary data collection. The empirical findings revealed that job performance of the cabin crew on customer service of an airplane in an airline is positively and significantly related to the three factors, and not related to one factor, i.e., pay-for-performance. Further these four factors could make a positive and significant combined effect on the variability of job performance of cabin crew members.
Key Words: Agreeableness, Airline, Attitude about Customers, Cabin Crew, Competencies,Job Performance, Pay-for-Performanc
The Moderating Effect of Personal Character and Mediating Effect of Organizational Citizenship Behavior on Ethical Orientation of HRM- Ethical Behavior Linkage
Full text linkEthical behavior of employees is an essential individual behavior for survival, success, and growth of any organization. Hardly theoretical arguments and empirical evidence are found with regard to the mediating effect of Organizational Citizenship Behaviour (OCB) on Ethical Orientation of Human Resource Management (EOHRM)-Ethical Behavior (EB) linkage, and themoderating effect of employees’ Personal Character (PC) on EOHRM-EB linkage. An empirical survey study was carried out to achieve four specific research objectives established in respect of the network of relationships and effects occurring among the four constructs. A self-administered and structured questionnaire consisting of four instruments measuring the fourconstructs was used to collect data from 174 branch managers of Licensed Commercial Banks in Sri Lanka to conduct a cross-sectional study. The five hypotheses formulated by basing on two general theories (General System Theory and EDAP Model), arguments, empirical evidence, and logical beliefs of the researchers under the deductive approach were tested. It wassubstantiated that EOHRM significantly and positively related to EB of employees and this relationship was mediated significantly by OCB and was moderated significantly by PC. The implications were discussed.
Key Words: Ethical Behavior, Ethical Orientation of Human Resource Management, Organizational Citizenship Behavior, Personal Characte
Bank Managers’ Attitude about Human Resources: A Univariate Study in Sri Lanka
Full text linkLittle theoretical and empirical research done, contextual gap and intellectual curiosity caused to carry out a systematic study with regard to attitude about human resources (AHR) of managers which is critical in determining managers’ behaviour and performance management of their subordinates. Deriving from five research questions five objectives of the study were formulated and they had a focus on performing a conceptualization and an operationalization of AHR of managers, exploring and describing the degree and the specific nature of AHR of bank managers in the organization under study, investigating whether the average degree of the AHR of bank managers is lower significantly than the ideal degree of the AHR of managers prescribed by the general theory, and finding out the effect of gender on the degree of AHR of bank managers. As respondents, 129 senior and chief managers by title who are middle managers by level working in a large bank were utilized. The empirical findings revealed that majority of senior and chief managers in the bank under the study are individuals with positive AHR, managers’ responses on 10 attitudinal items were not congruent with the overall average response in case of the specific nature of AHR, degree of AHR of bank managers in the selected bank is lower than that of bank managers in general theory, and degree of AHR of male managers is not different from that of female managers. Possible reasons and implications of the findings were also discussed.
Key Words: Attitude, Bank Managers, Gender, Human Resources, Sri Lank
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