Training evaluation remains an indispensable yet incomplete component of human resource development. In this article, we introduce a new omnidirectional four-level training evaluation framework that ...is constructed within two independent focal axes -intentional change and range of audience - which specify different expected organisational changes and interested audiences in the evaluation. The four evaluation levels - identification, consumption, utilisation and realisation - are not necessarily linear and ascending, but are independent tools that can be combined in an ascending, descending or independent manner, tailored to the situation, evaluation focus, organisational context, desire or requirement. The omnidirectional training evaluation framework expands training evaluation theory to focus on a better understanding and conceptualisation of surrounding factors, be they organisational, resource-based or otherwise, and moves the evaluation process from an autotelic Human Resource activity towards an integrated organisational one.
The development of more remote sources of advice has been a notable feature of the contemporary human resource (HR) function. However, the consequences for the management of workplace conflict are ...largely ignored within the academic literature. This study draws on data from two qualitative studies, which examine the experiences of HR practitioners (HRPs), line managers and trade union representatives in handling and resolving conflict. It explores how different dimensions of organisational proximity shape the relationships between HRPs and other key stakeholders, and the impact of this on conflict management. The findings suggest that formal, risk averse approaches to conflict are not simply a result of geographical distance. Instead, functional specialisation has not only eroded cognitive and social proximity between HRPs, line managers and employee representatives but also within the HR function itself. This has triggered the reinforcement of bureaucratic control and embedded responses that emphasise compliance rather than resolution.
Intuitions are judgements that arise automatically and non‐consciously. Recognising when intuitive judgements are being used and whether doing so is appropriate is an important skill both for HR ...practitioners and managers involved in human resource (HR) processes. Because ‘intuiting’ is involuntary and unconscious it is difficult to access, monitor and control, however people can access and articulate their intuitive judgements through the spoken/written word. Identifying ‘linguistic markers’ of intuitions in spoken/written communications could help identify when/how intuition is being used in HR and improve HR practices in areas such as selection (e.g., obviating implicit/unconscious biases) and creativity (e.g., as a source of insights). This research used computerised text analysis (CTA) to identify linguistic markers of intuition based on HR practitioners' descriptions of what happens when they ‘intuit’. We outline implications of these findings for improving HR decision‐making processes and practices and their potential applications in data analytics, AI and machine learning in HR.
The 1980s saw the need for change in the organizational role of human resource (HR) professionals, from the traditional employee champion and administrative expert to strategic business partner and ...change agent. The argument posited was that a more challenging environment compels organizations to turn to managing their HRs as a source of competitive advantage and that means an increasing business partnership for HR professionals. However, very few studies examine the execution of these multiple, sometimes contradictory roles, despite the risk that neglecting traditional roles endanger organizational performance in the long term. This five-country comparative study finds that multiple roles are at least moderately executed, and that these HR roles have different impact depending on the aspect of organizational performance. As well, a more challenging environment, defined here as legal constraints and industry challenges, generally does not have a significant moderating effect on the impact of the different HR roles on organizational performance.
Due to the impact of now widely-available technologies, new logics behind the organisation of the HR function through the in- and outsourcing of HRM activities have been emerging, particularly ...addressing issues of integration, cost-efficiency and competitive advantage. In particular, increasing numbers of HR shared service centres (SSCs) are being established, housing HRM activities under one roof for selected organisation domains. In practice many stories have been told about these changes, but little has been learned from them. This paper explores theory and practice and combines this with newly collected evidence from 15 companies in the Netherlands to see how HR delivery and professional logics are being impacted. The findings show that SSC models are largely instigated with the primary aim of increasing customer focus, and although companies are still challenged by being able to measure SSC performance, the contours of new HR delivery and professional logics are emerging.
The development of an economy is based upon the functioning of banking sectors. Employee engagement is an important tool for obtaining a productive base. This is obtained through a cutting-edge ...approach such as deep learning integrated with blockchain technology. The deep learning algorithms are used to analyze huge amounts of HR data. This results from performance reviews to employee feedback. This helps HR professionals in the banking sector to identify the recent trends and potential areas for the development of employee engagement. The integration of blockchain technology provides security and transparency in HR plans. This helps in increasing the data integrity and reducing the risk of unauthorized access. This is largely influenced in the banking sector because the information must be maintained confidentially. The deep learning algorithms are used to predict employee engagement levels based on historical data and real-time inputs. This helps the HR professionals can proactively implement targeted initiatives to enhance workplace satisfaction which helps in improving professional growth. The use of blockchain technology helps to obtain reliable information for performance evaluation. This helps to obtain the trust between the employees. Thus the proposed system provides a transparent approach to workforce management in a dynamic banking environment.
Human resource professionalism receives considerable attention in terms of the competence of individual. In this article, we want to bridge the existing competencies of students and the perceived ...competencies that they assume will be developed and obtained during their studies. The purpose of our paper is a) to present competencies in general, b) to determine the meaning of the development of competencies in the field of higher education, and c) to present the role of competencies in human resource management. The aim of this paper is to examine the human resource competencies among students, and their judgments regarding the competencies they have already received during their studies.
The questionnaire was distributed to full-time students of the Faculty of Organizational Science, University of Maribor, in such a way that both genders, both undergraduate and graduate studies, and all years of study were represented. We have measured students’ opinions concerning their current and future perceptions about professional competencies in the HR field.
Based on the self-assessment of fifteen HR competencies, we used hierarchical clustering performed with Ward's method and standardized variables and got two clusters. A t-test was used according to low or high levels of students’ current competencies. The positive association between satisfaction with study programme and student's opinion on development of competencies during their studies was confirmed with one-tailed Pearson correlation coefficient.
The majority of students believe that they possess significant HR competencies. They have expressed a need for further education and training in that field. The students have assessed that the study programme allows them to acquire and develop the competencies for a successful task performance of the HR professional.
The IPMA-HR competency model forms the basis for a certification training program developed by International Public Management Association for Human Resources (IPMA-HR) for HR professionals, which ...has been introduced into China in recent years. The program is welcomed by Chinese HR professionals and serves as fairly popular and influential competency training for human resources and the HR certification system of China. However, few scholars have conducted systematic tests and analyses on the model's stability, dependability and its scientific nature and no actual measurement has been performed on its reliability and validity as well.
From empirical study perspective and on the basis of field survey and data collected in this study, we aim to test and analyze the four fundamental roles and twenty two competencies designed in the IPMA-HR Competency Model through using two main methods: the reliability & validity test and the path analysis. Besides concluding with positive findings of the program, we also summarize the practical applications of the IPMA-HR Competency Model in China's HR management and training market and propose our suggestions to improve the competency model in terms of a cultural identity perspective.
The transformation of the welfare and personnel officer into the human resource manager has left unresolved tensions between the ‘soft’ and ‘bard’ faces of HRM. These tensions have an ethical ...dimension. In particular, they raise questions about the coexistence of the values of efficiency and fairness and, ultimately, the ethical values that define HRM as a profession.
The ethical management of human resources is complex and yet the ethical dimensions of the strategic HRM paradigm and the role of HRM in operation alizing ethics in the workplace have received little attention in the literature. This paper seeks to address that gap. Two key recommendations are that ethical conventions be fully addressed by the HRM profession and that ethics be integrated into the strategic HRM process.
Related to the theoretical work of Bowen and Ostroff (2004; also Ostroff/Bowen 2000), this article focuses on the features of an HRM system that help or constrain organizations to get their HR ...message across. At a department-level of analysis, we focus on the consensus between line managers and decentralized HR professionals on the human resource practices in place and on the either strategic or operational role of the HR function in the process of the management of employees. Stating that an organization?s HR policies are transmitted by decentralized line and HR managers, it is proposed that the more line and HR executives agree on the status of their relationship and the HR practices in place, the less employees vary in their affective attitudes of commitment to the organization. Central to this article is the ?strength? of affective organizational commitment among unit-members in a sample of 671 employees from 66 hospital departments drawn from four Dutch hospitals. Multi-level analyses indicate that consensus between HR professionals and line managers on HR practices (career opportunities, appraisal criteria) and on HR?s role is positively related to the commitment strength within a department. It is concluded that the collectivity of employee commitment to the organization is partly a function of department-level HR process indicators. Research limitations and implications for HR practitioners are discussed.
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