The need for effective human resources strategies, which have a strong role in achieving goals has been a subject extensively treated in the literature. Thus, those interested in this field could ...learn about the stages of development of human resources strategy, the criteria necessary to be considered, features that should have a human resource strategy properly adopted and the modalities for its implementation. However, it has neglected an important aspect essential, namely, who should formulate strategy and human resources of an organization who is responsible for its implementation. In this paper we focused attention on identifying new aspects of the human resources strategy: people involved in adopting and implementing human resources strategy. The present study is one of the fundamental theoretical literature. The facts are not merely generalizing, but is analysis, opinion and personal conclusions. However, they can represent a focal point for business, prompting an awareness among the lead actors in a company, the need straightening attention to the foregoing. The overall conclusion is that it is not enough for an organization to have a human resources strategy. To be fair one, to adopt and implement them have involved those individuals who have the necessary capacity and not the responsibility of everyone. Pawns should be the main human resources manager and senior manager, followed by operational.
This chapter focuses on campaign planning, which should be conducted after program planning, and the programs must be refined with concrete activities in the form of campaigns. A program, such as ...“Acquisition of new customers in wholesale”, can have one or more campaigns with different goals, such as “Reduction of evaluation barriers in wholesale”, with tactics such as advertising and direct marketing activities or even “Lead generation with reduced price offering” with mailings and an invitation to a trade show. For marketing communication, one should consider both the program and campaign level whether there are opinion leaders or “lighthouse companies” and how they could be integrated in the content and tactics of the communication in the best possible way. Moreover, it is advisable to consolidate all contents of a campaign, the respective goals, scheduled tactics and measures as well as the persons responsible and contact persons in detailed campaign planning. A risk analysis should be carried out for the execution.
In order to survive and develop, organizations need to create structures able to anticipate tendencies of economic and social evolution. Therefore, the strategic planning of the organization, the ...human resources included, represents the most important managerial activity of long run effects. Sadly, the Covid-19 pandemic changed and continues to change the human resources organization. Thus, the organization itself has to assess permanently. The organization needs to assess its own structure, the efficiency of the information and resources, the ability of the organization’s adjustment to the external conditions. The organization has to assess the personnel’s abilities to make use of the new technologies, the capacity of investing in improving and re-training the personnel etc.
Benefits Management Network is an on-line business tool designed to simplify the often unruly process of administering employee benefits by having all the information in one place. The system saves ...Tri-city Insurance Brokers' HR manager, Nanci Severietti-Boyd, up to 20 hours a month in paper pushing.
This editorial lays out 30 years of history of Human Resource Management Journal (HRMJ), charting the journal's roots, reflecting on HRM scholarship today and guiding authors on potential ...contributions to the journal in the future. HRMJ has achieved high recognition and ranking internationally since its conception originally as a UK‐based journal. The journal's broad‐based approach to the study of the management of people at work, means it appeals to scholars from a multitude of disciplines, not least of all management, industrial relations, psychology and organisational behaviour. HRMJ is also highly rigorous in its review process, ensuring reliable, interesting and impactful articles that further our knowledge of theory and practice.
Listening is an important responsibilities of human resource managers, whether it will bring role stress to human resource managers, or lead to the risk of job burnout. This study aims to analyze the ...impact of listening competency on job burnout among human resource managers, and examine the mediating effect of role stress.
This study adopted a cross-sectional method to randomly select 500 human resource managers from China's top ten human resource management cities to conduct an online questionnaire survey, and 232 valid samples were obtained. Descriptive statistical and one-way ANOVA were used to explore the status of job burnout among human resource managers in China. Correlation analysis, multiple linear regression and mediating effect analysis were employed to test the relationship between listening competency and job burnout, as well as the mediating effect of role stress.
(1) 34.5% of the respondents reported mild burnout, while 3.0% respondents showed serious burnout. Emotional exhaustion was the most serious. (2) Those are good at listening could easily avoid job burnout. Among them, listening skills were conducive to reducing the degree of depersonalization of human resource managers, and empathy was more conducive to improving their personal sense of accomplishment. (3) The role stress had a significant mediating role in the relationship between listening competency and job burnout. Which means that listening competency can avoid job burnout by reducing role stress of human resource managers.
This study revealed the current situation of job burnout among human resource managers in China, and explored the influence of listening competency on job burnout. This study enriched the research content of job burnout, and provided references for preventing and intervening job burnout of human resource managers.
Drawing from upper echelons theory, this study examines Chief Human Resource Officers (CHROs) level of cultural intelligence as a predictor of diversity management practices established during their ...tenure. We model cultural intelligence (CQ) as an individual difference that combines with functional expertise to bolster attention to diversity management. CHRO cultural intelligence is further posited to have an indirect effect on the establishment of diversity management practices through CHRO propensity for transformational leadership behaviours, in this case directed towards other TMT members to garner support for diversity management practices. We test arguments with primary and secondary data from a sample of 193 CHROs and their institutions. Findings address the call to analyse functional TMT roles and factors that impact their effectiveness, and speak to the continued evolution of CQ as a research construct. We conclude with research and practical implications at a time of heightened attention to diversity.
In this paper, we untangle the relationship between the HRM occupation's feminine image and the representation of the HRM function on executive boards. A Monte Carlo simulation analysis of 172 ...executive boards in Austria, Germany, France, Spain, and Sweden shows that women on boards are disproportionately often responsible for HRM and having a woman on the board corresponds to HRM being represented on the board. Additional exploratory analyses of country contexts indicate that this relationship is not universal. Considering several explanations for these country differences, we propose that institutional pressures promoting women's integration into boards is the main reason for the differences. Organisations yield to this pressure and reduce the anticipated performance risks by appointing women with function‐specific experience to board positions responsible for HRM—a function perceived as matching women's stereotypically assumed talents.
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