Tag Archives: HRM

The Impact of a Management Model on the Continuous Positive Changes in Human Capital and the Efficiency of Public Administration in the Education Sector (Published)

TQM models are disseminated worldwide, regardless of the specifics of the institutional and cultural environment. The study focuses on the application of HR practices, based on TQM, in the specific institutional environment of local education institutions, in modern Greece. The provision of high-quality and effective administrative support to schools can contribute to their smooth operation. The staff of the Directorates of Education in the Region of Central Macedonia comprises the survey population. The subject in question was examined using quantitative methods and the methodological approach of regression analysis has led to the collection of reliable data. The empirical study examined the current situation with regard to HRM and the attitudes of employees in the structural units of public education governance. Results of the analysis show that HR practices implementation affects public officers’ satisfaction and motivation. The development of the practical-applied structural model provides top managers (of local educational units) with indicators and evidence-data-based results for the decision-making process regarding HRM activities. The effect of modern practices has an important impact on employees’ motivation that produces positive changes in human capital and increases the contribution of HRM to the organizational performance and the quality of public services in the field of education.

Keywords: HRM, Public Administration, Satisfaction, TQM, local educational leadership, quality services

Corporate Downsizing and Its Impact on Human Resources Management in Libraries and Information Centres (Published)

Corporate downsizing has become a strategy of choice by a multitude of organizations worldwide. The prime impetus for most downsizing activities is the desire to attain higher levels of efficiency, effectiveness, profitability, and competitiveness. The adoption of downsizing has shown to have considerable impact on the organization and its many stakeholders. There is strong evidence suggesting that the consequences of downsizing are persistently negative. Indeed, numerous organizations around the world embarking upon downsizing have failed to accomplish their highly anticipated objectives. It has also been shown that the execution of downsizing is not confined to economic and organizational realms, but has profound after-effects upon all stakeholders. Corporate downsizing continues to be a major strategy used by organizations to cope with a dynamic and turbulent global marketplace. A fundamental assumption made by executives is that this strategy improves the financial health of the corporation. Organizations go for downsizing to increase their efficiency and reduce costs but it may result in dissatisfaction among employees. This paper therefore investigates the perceived impact of corporate downsizing on human resource management with particular reference to library and information centres.

Keywords: Corporate Downsizing, HRM, Information Centres, Library

The Role of Human Resource Professionals (HRP) In Promoting Corporate Social Responsibility (CSR): A Case Study of Pakistan State Oil (PSO) (Published)

The current research investigates the role of Human Resource professionals (HRP) in promoting Corporate Social Responsibility (CSR) in the public sector of Pakistan. Pakistan is part of the developing nations and is facing serious socio-economic, environmental, and political problems; partly because Pakistan has remained under the influence of British colonial rule.  The long British colonial rule left serious administrative issues throughout the Indian subcontinent. This paper has identified a number of obstacles to integrating HRM and CSR that companies in Pakistan is facing. These obstacles are cultural, legal framework of corporate structure, rules and regulations regarding employee’s rights, which are a part of the CSR landscape. Corporate social responsibility is getting more popular in the HRM literature, where HR managers’ role is of greater significance for achieving CSR objectives. The authors develop a conceptual framework, which can help in strengthening and promoting links between HR and CSR resulting in achieving organizational, social, and financial objectives. In light of the findings, policy implications and recommendations are discussed in last section of the paper.

Keywords: CSR, HR Professionals, HR and CSR Nexus, HRM, Pakistan, Public Companies, The Role of HRD

Global Workforce Diversity Management and the Challenge of Managing Diversity: Situation on World and in Turkey (Published)

Workforce diversity is a primary concern for most of the businesses. Today’s organizations need to understand and direct workforce diversity effectively. Although many articles have been written on this topic, but there is no detailed research of workforce diversity on global basis. 21th century’s world rapidly increasing globalization requires more attention and interaction among people from diverse cultures, beliefs, and backgrounds than ever before. People no longer live and work in an alone marketplace; they are now part of a worldwide economy with competition coming from nearly every continent. For this reason, profit and non-profit organizations need diversity for being more creative and open to change. The main purpose of this article is to review the recent literature of workforce diversity on global basis and specifically Turkey. Supervisors, academicians and front-line managers could benefit from reading this paper. Supervisors, academicians and managers are the targeted audience because they need to recognize the ways in which the workplace is changing, evolving, and diversifying. It is first presented a brief introduction and definitions of global workforce diversity management. This paper attempts to shed light on what we know and don’t know about global workforce diversity management. Paper mainly includes 4 sections. It starts with the introduction and in that part global workforce diversity management is broadly defined. In section 2, theoretical roots in other words literature review on the subject will be presented. Causal effects of challenges related to global workforce diversity management will be explained and related problems et cetera will be discussed in detail. In section 3, after explaining the regional differences among workforce diversity, insight will be brought up for discussion and comparison with these 4 different regional groups. After that special focus will be given to Turkey and the situation in Turkey will be explained in terms of workforce diversity management. Section 4 will include further research, discussion and conclusion. Besides giving insight about global workforce diversity management for comparison purposes between different continents, the purpose of this paper is to provide information for the potential researchers about basic aspects of global workforce diversity management.

Keywords: Diversity Management, Global Workforce, HRM, Inclusion, Turkey

Job Satisfaction & Bankers Turnover: A Case Study on Bangladesh Commerce Bank Limited (Published)

The purpose of this paper is to present and test a model that identifies employees work related attitudes enhances organizational goals in relationship with the practices of Motivation, job security and job satisfaction in Bangladesh Commerce Bank Ltd. This paper, therefore, aims to identify the relationship among the factors such as motivation, job security and job satisfaction of employees works related feelings. The sample for this study was the current employees of Bangladesh Commerce Bank Ltd. Printed questionnaires were distributed among 18 respondents and all the questionnaires have been collected and taken as the data for the research. The data has been analyzed with SPSS 17.0. In this study, the Correlation value was satisfactory, which proved that the items of questionnaires are appropriates with this study.

Keywords: BCBL, Bankers Turnover, HRM, Job Satisfaction