Human resources management is essential to ensure the success of any organization which is based on the belief that an organization gains competitive advantage by using its people effectively and ...efficiently. But HR professionals need organizational support to make the employees more committed and passionate about their work. In this study, the researchers aim to examine the moderating effect of organizational support in the relationship between human resource (HR) professionals’ competencies, HR professionals’ willingness, and HR professionals’ effectiveness. HR Professionals’ competencies such as credible activist, talent manager, culture and change steward, strategy architect, business ally, and operational executor nurture HR professionals’ effectiveness. Besides, HR professionals’ willingness is a significant predictor of HR professionals’ effectiveness. To test the relationships, the researcher collected data through survey questionnaire from 183 managers from commercial banks of Pakistan. For statistical analysis, Partial least squares-structural equation modeling (PLS-SEM) is used to analyze the data and test the hypotheses. The findings reveal the positive and significant impact of HR professionals’ competencies and HR professionals’ willingness on HR professionals’ effectiveness. Additionally, the moderating impact of organizational support was also significant among HR professionals’ competencies, HR professionals’ willingness, and HR professionals’ effectiveness relationship. The study contributes in the literature of HR professionals’ effectiveness and organizational support in the banking sector of local context. The study also discusses the implications and future directions. One of them is that the research framework provides guidelines for HR professionals about what competencies are needed to enhance HR professional effectiveness. The present study recommends HR professionals of the banking sector to be involved in strategic planning and implementation in their organization.
This paper sought is to provide a unique examination of what constitutes extreme work for the HR professional, and in turn the extent to which HR professionals are engaged in such work. Granter ...et al. (
2019
) multidimensional theoretical framework of work intensity (organizational, temporal, emotional and physical) challenges was used as an anchor to explore and understand these issues. The paper is based on a thematic analysis of interviews with Australian HR professionals capturing the nature, complexity and intensity of their role, and the implications on the HR professional, inclusive of those resulting from the dark side of HR. Granter et al. (
2019
) work intensity challenges (organisational, temporal, emotion and physical) were found to be intrinsic to the role of the HR professional; the complex and intense nature of the role further found to pose a risk to the HR professional's health and well-being, thus supporting the contention that HR is an extreme form of work. In establishing HR as a form of extreme work, this research offers a unique contribution that not only adds to the extreme work literature but also further supports the idea that work intensity is critical to the conceptualisation of extreme work.
This study is an experiment that examines the effects of positive reference, information about predictive validity, and their interaction on how HR professionals evaluate selection methods. It ...contributes to understanding why HR practitioners use personnel selection methods that are considered to have low predictive validity. A sample of 173 HR professionals from the Czech Republic was asked to evaluate six selection methods that could be used to select a project manager for a telecommunications company. Each participant was randomly assigned to two experimental conditions as the selection methods were presented together with/without positive reference and with/without information about their predictive validity. The results of repeated measures ANOVAs with two between-subjects factors, one within-subject factor, and their interactions showed that information about predictive validity did not significantly influence how HR professionals evaluated selection methods. The analyses also did not support the effect of positive reference on the evaluation of methods with low validity. In contrast, the analyses provided support for the effect of positive reference on the evaluation of selection methods with high predictive validity. The interaction of reference and information about validity had no significant effect on the evaluation of selection methods by HR professionals.
PurposeThe purpose of the paper is to investigate how human resource professionals (HRPs), in a variety of organizations, responded to the crisis brought about by the event of COVID-19. In ...particular, it aims to show how organizations, across all sectors, in Western Australia responded with urgency and flexibility to the crisis and showed “resilience in practice”.Design/methodology/approachThe study is based on 136 questionnaire responses, 32 interviews and 25 managerial narratives. The mixed qualitative methodology was designed to enable an investigation of the impact of COVID-19 and the response of HRPs.FindingsHRPs have responded with agility and flexibility to the impact of COVID-19. They have done so through extensive trial and error, sometimes succeeding, sometimes failing. They have not simply activated a preconceived continuity plan.Research limitations/implicationsThe research indicates that resilience is an ongoing accomplishment of organizations and the people in them. The objective was description rather than prescription, and the research does not offer solutions to future pandemic-like situations.Practical implicationsThe research suggests that, given the impact of COVID-19 on organizations, HR practices, processes and policies will need to be thoroughly reconsidered for relevance in the post-COVID world. Possible future directions are highlighted.Originality/valueThe research considers the actions of HRPs as they responded to a global crisis as the crisis unfolded.
HR's past is relatively long and humble. The present is both positive and challenging, and the future of HR presents the profession with opportunities and even more thought-provoking challenges. This ...article will briefly discuss where the profession has come from and where it is today, and focus primarily on the opportunities and choices available to those individuals who deeply care about the profession and those who may take more notice of the profession in the future. Among the opportunities are HR standards, HR competencies, consistent HR curriculum, HR professional development and HR research. This article is intended as a practical, not theoretical, discussion that will offer a set of recommendations for students, academicians, practitioners, and HR professional associations.
The object of this study is to understand the gap between the performance of management graduates and employer’s expectations from them. It is measured through KSA (Knowledge, Skills and Attitudes) ...approach for the services industry. The questionnaire was distributed to 210 Human Resource Professionals from different spectrum identified through convenience sampling method. Data analysed using Chi-square test, U-test and Weighted average rank. The findings indicated that to reduce a gap institute should increase an institute Industry interactions through Industrial visits, Lectures, etc., The Industry expectations are quite high so, the universities and institutes design curriculum based on the Industry expectations and review the knowledge imparting strategies.
The aim of this article is to identify the relationship between the fulfilment of relational and transactional psychological contracts and work results, taking into account the mediation effect ...expressed in organisational identification. The empirical research was conducted on a group of 402 HR professionals responsible for designing and implementing HR practices in one of the leading companies of the Polish energy sector. Hypotheses were tested using the partial least squares structural equation modelling technique (PLS-SEM). Based on our research, we found that the implementation of both relational and transactional psychological contracts positively influenced the results achieved by HR professionals, both directly and indirectly, through the mediating role of organisational identification. The results indicate that the relationship between the psychological contract and work results is stronger when mediated by organisational identification. It plays an important role, especially in relation to the transactional contract. The collected results lead to the conclusion that organisations, wishing to increase the level of work results achieved by HR professionals, should as much as possible fulfil the expectations of employees and meet the commitments made to them within the framework of the established psychological contract. The study makes an important contribution to the understanding of the "priority" importance of organisational identification in enhancing the efforts of HR professionals to deliver work results that benefit both employees and the organisation.
Why do organizations respond differently to social policies? This is an important question because it gives us a clue as to why social progress is often slow even with successful legislation. We ...argue that HR professionals' conflicting roles within organizations affect modes of organizations' compliance with a law because HR professionals are expected to adjust legal pressure to business interests when translating external requirements into internal policies. How they manage this challenge depends on variation in the development of different dimensions of their professional agency: formalization and substantive empowerment. We demonstrate empirically this argument by taking the case of South Korea's parental leave policy. Using workplace-level data, we find that the presence of formal HR structures predicts that minimal compliance is more likely than is noncompliance, but is less likely than is maximal compliance, and that substantively empowered HR professionals contribute to making both compliance and maximal compliance more probable.
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