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Strategic Human Capital: A Case of OBN & Adama City Administration, and Systematic Review Literatures
Awol Hussien Aman,
Chalchissa Amentie
Issue:
Volume 11, Issue 2, June 2023
Pages:
35-44
Received:
1 March 2023
Accepted:
28 April 2023
Published:
24 May 2023
Abstract: The main purpose of this Seminar was to review on theoretical foundation of Strategic Human Capital (SHC) and its’ applicability on the ground when practiced by different Sectors (organizations). Both Primary and Secondary data sources were employed to review and Analysis. The Data obtained from both Sources were discussed in detail and Analyzed comparatively. This help to identify the status of Strategic Human Capital practicing at sectors’ level and the association of Theory. As the result of literature review indicated SHC is composed of three Strategic elements (Human Capital, Social Capital and Organizational Capital) in which all are worked in integration to achieve any desire of organizational success. Similarly, the result of Survey’s finding was revealed, there is direct relationship between all independent variables and dependent variable. The practice of human capital support for practicing social capital’s as well as Organizational Capital. As the Results of linear regression analysis was indicated 65.7% variance in Organizational Success can be predicted from the combination of all independent dimensions. The result also shows that F=51.516 at p<0.05 statistically significant. On other hand, Social capital theory implies that social resources have important direct and indirect effects. As survey analysis indicated the Social Capital is the most influential factor that significantly affect the organization success with a beta value (beta = 0.334, t=2.287), at 95% confidence level (p < 0.05). Furthermore, as data reviewed was indicated Organizational capital is the institutionalized knowledge possessed by an organization that is stored in databases and manuals which retained with the help of information technology on readily accessible and easily extended databases. Therefore, organizations need to give special concern to all independent attributes. The little improvement they made to their employees in practices and the development of systems; the employees were started becoming hard worker and have gratified with their organizations’ and, similarly the organizations can able to achieve its desired success with the help of its employees.
Abstract: The main purpose of this Seminar was to review on theoretical foundation of Strategic Human Capital (SHC) and its’ applicability on the ground when practiced by different Sectors (organizations). Both Primary and Secondary data sources were employed to review and Analysis. The Data obtained from both Sources were discussed in detail and Analyzed co...
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Development in the Garment and Textile Industry in Bangladesh: A Changing Global Environment
Md Asaduzzaman Khan,
Katharine Brymer
Issue:
Volume 11, Issue 2, June 2023
Pages:
45-56
Received:
17 March 2023
Accepted:
2 May 2023
Published:
29 May 2023
Abstract: The reason for writing this paper is to identify the development in the garment & textile (G&T) industry in Bangladesh after the Rana Plaza distaster on 26th April, 2013. This paper charts the development of Human Resource Management (HRM) / Industrial Relations (IR) practices within the G&T industry in Bangladesh after the Rana Plaza disaster. The changes in HRM / IR are arguably rooted in the so-called Rana Plaza disaster, which left 2500 people injured and 1,134 dead. The study has adopted a triangulation technique (structured and open-ended interviews) to validate the data collected. The entire process of data coding was done manually. With regards to health & safety issues, the findings suggest that Western international managers show a higher level of awareness than non-Western international managers. In line with HRM practices, the Multinational Companies (MNCs) provide an exemplar of the introduction of corporate HRM policies in the G&T industry in Bangladesh. The study also found that Western international managers follow different HR policies but they have limited presence compared to the non-Western international managers. The study used a questionnaire in the ‘Bangla’ language for factory workers. This was because the workforces are generally not educated. The trade union officials and government officials also had a limited capacity in the use of language other than ‘Bangla’ and preferred to communicate in their native language. The suggestions that is driven from this research include a) the international managers could provide support for trade union officials to improve the workers capability through a workers education programme, b) the MNCs could encourage their workers to form a trade union, c) the non-Western international managers may benefit from a special training program for health & safety issues within a multicultural setting. The findings of this research would benefit a number of stakeholders that consist of employers, employers’ associations, government, country policy makers, international organisations and NGO’s.
Abstract: The reason for writing this paper is to identify the development in the garment & textile (G&T) industry in Bangladesh after the Rana Plaza distaster on 26th April, 2013. This paper charts the development of Human Resource Management (HRM) / Industrial Relations (IR) practices within the G&T industry in Bangladesh after the Rana Plaza disaster. The...
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Impact of Sustainable Human Resource Management Practices on Employees Professional Development
Muhammad Hassaan,
Shumaila Bibi
Issue:
Volume 11, Issue 2, June 2023
Pages:
57-65
Received:
22 February 2023
Accepted:
9 May 2023
Published:
20 June 2023
Abstract: Little insight concerning if and how effective human resource management (HRM), such as improved employee performance and their professional development, which result in better and more long-lasting outcomes, has been produced by the research that has already been published. The present study is about to understand the connection between human Resource Practices that have an influence on professional development toward individual performance. These practices have a constructive impact on the increase of employee satisfaction, professional development and it mean that it has desirable performance to achieve while performing a task, duty and share knowledge about professional line. We inspect the following Human Resources Practices: (1) security; (2) recruitment and selection; (3) compensation package/policy; (4) promotion; (5) Performance management; (6) rewards and these SHRM practices involve in providing opportunities for learning and to develop their professional life. The result of this study will provide overall support for Human resource practices. The results show that employing sustainable HRM practices like job security and compensation has a good and positive impact on employees' professional growth and allow employees to advance their professional careers. This study reveals a serial relay mechanism by which sustainable HRM practices boost employee performance and employee professional life development, with its theoretical and practical consequences.
Abstract: Little insight concerning if and how effective human resource management (HRM), such as improved employee performance and their professional development, which result in better and more long-lasting outcomes, has been produced by the research that has already been published. The present study is about to understand the connection between human Reso...
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An Assessment of the Factors Influencing High Employee Turnover in the Zambia Police Service: A Case Study of Zambia Police Service Headquarters
Chaste Nsama,
Michael Lumai
Issue:
Volume 11, Issue 2, June 2023
Pages:
66-69
Received:
6 May 2023
Accepted:
1 June 2023
Published:
20 June 2023
Abstract: Today's workers are unique. The good, experienced, and skilled people are not the ones who lack good opportunities. if they are unsatisfied with their existing employers or their jobs as a result of a lack of prospects for promotion, low pay, and other circumstances. They move on to the following. As a result, businesses lose the resources they invested in to rivals, lose corporate memory, and current employees' morale also suffers. Employers must consequently do a great job of inspiring their staff, especially the talented and seasoned ones. The study on factors influencing high employee turnover in the Zambia Police Service using the Expectancy theory and Herzberg Two Factor Theory is essential. The study was conducted at Zambia Police Service Headquarters in Lusaka. A questionnaire was utilized to gather the necessary data for the study, which used a mixed method research design. The gathered data was coded, quantified, and subjected to both quantitative and qualitative analysis. Utilizing the statistical package for social sciences (SPSS), quantitative data was examined. The study's principal conclusions were that; employees were motivated by Job security, followed by a good and competitive salary, career advancement, training and career development and recognition and performance appraisal system which are good. The study recommended that the Police High Command must give proper remuneration to the officers in order to retain them for a long period of time; the officers are feeling over burden towards the workload. Thus, the Zambia Police Service should focus on their smooth workload to reduce the stress on the officers, the relationship between senior officers and junior officers should improve.
Abstract: Today's workers are unique. The good, experienced, and skilled people are not the ones who lack good opportunities. if they are unsatisfied with their existing employers or their jobs as a result of a lack of prospects for promotion, low pay, and other circumstances. They move on to the following. As a result, businesses lose the resources they inv...
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Impact of Talent Management on Employee's Pay and Compensations
Narantsatsral Yura,
Ayush Andryei,
Delgernasan Mishig
Issue:
Volume 11, Issue 2, June 2023
Pages:
70-77
Received:
2 March 2023
Accepted:
24 March 2023
Published:
27 June 2023
Abstract: As part of a policy to attract skilled workers to the 21st century, talent management has been implemented and addressed in the entire total rewards system. There is a need to integrate talent pool (resources) and succession pools effectively into the total rewards system in the implementation of talent management. Therefore, the aim is to study the experience of foreign and domestic organizations implementing talent management in conjunction with the total rewards system, and to study the importance of hiring highly skilled employees with retein and engagement, properly evaluating and rewarding them, and opportunities to be productive. Many methodologies were used in the report and are described below. These include: “9 grid boxes for talent management and talent identification”, CIPD (Chartered Institute of Personnel and Development) Professional Map, Professional Standards V2.4 Skills Dictionary, “Skill Matrix” (2020), Balanced Scorecard (BSC), Mercer CED (Cullen Egan Dell), Will Tower Watson, AIHR-total rewards system, Decision No. 15 of the National Tripartite Committee on Labor and Social Consent, November 3, 2014, The methods of 100 ILO conventions were used. Result is a In order to integrate the Total rewards system with Talent management, it was concluded that it needs to be effectively implemented in accordance with the business characteristics of each organization and the position, diversity and generational characteristics of employees. Conclution is a Developed a methodology to study and evaluate the talent management of major Mongolian organization. Based on this, the ability to use talents and skills to reward employees of the organization is identified.
Abstract: As part of a policy to attract skilled workers to the 21st century, talent management has been implemented and addressed in the entire total rewards system. There is a need to integrate talent pool (resources) and succession pools effectively into the total rewards system in the implementation of talent management. Therefore, the aim is to study th...
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Effect of Demographic Factors on Employee Retention in Nepalese Commercial Banks
Rabin Subedi,
Surendra Neupane,
Sateesh Kumar Ojha
Issue:
Volume 11, Issue 2, June 2023
Pages:
78-84
Received:
29 January 2023
Accepted:
5 June 2023
Published:
27 June 2023
Abstract: Human resource management is an indispensable area in the field of management. It is carried out in order to maximize the efficiency of both employees as well as organization. It is a process, which comprises of the acquisition, development, motivation and maintenance of human resource in the organization. Retention of skillful and experience employees is crucial for survive, growth and development of an organization. Retention issues is the hot issues especially in Nepalese banking sector. This study examines the impact of demographic factors on retention of employees in Nepalese commercial bank. Commercial banks of Nepal were selected for the research, which is progressive and growing market for financial institutions. The primary data were collected through questionnaire from 400 respondents selected through simple random sampling. The study is based on dichotomous sand 5- point Likert scale questionnaire. Employees gender, age, income level, marital status, current position, job status, residential status, income level, academic qualification is taken as an independent variable whereas employee retention as dependent variable of the study. The collected data were analyzed through SPSS. Chi-square test is used to know the relationship between the independent and dependent variable. It is concluded that demographic factors such as age, marital status, academic qualifications, numbers of earning family members, residential status, monthly income, current position, experience, have relatively significant relationship with employee retention. However, only two demographic variables i.e. job status and gender did not have relationship with employee retention. Furthermore, the study contributes to the formulation of appropriate policies and guidelines to retain employees in Nepal's commercial banks.
Abstract: Human resource management is an indispensable area in the field of management. It is carried out in order to maximize the efficiency of both employees as well as organization. It is a process, which comprises of the acquisition, development, motivation and maintenance of human resource in the organization. Retention of skillful and experience emplo...
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The Association of Physical Activity and Work Engagement Among Participants in an Employee Wellness Program
Victor Tringali,
Charles Andrew King,
Robert Siebers,
Megan Hall
Issue:
Volume 11, Issue 2, June 2023
Pages:
85-90
Received:
1 June 2023
Accepted:
16 June 2023
Published:
27 June 2023
Abstract: Work engagement has been linked with employee health and work performance outcomes making it an area of attention within the field of human resources management. However, work engagement among the US workforce has declined in recent years. Literature suggests physical activity may play a role in improving work engagement, which has raised interest among human resources and workplace health professionals. Employee wellness programs are uniquely situated to promote a physically active workforce. Therefore, the primary aim of this study was to examine the relationship between physical activity and work engagement among employee wellness program participants at a public university. A secondary aim was to examine the relationship between strength training exercise and work engagement. We analyzed data on work engagement, and physical activity from a survey completed by 6,923 employee wellness program participants at public university. We defined respondents as physically active (PA) if their combined moderate to vigorous exercise met or exceeded 30 minutes on at least three days per week. All others were defined as inactive (IA). Respondents were defined as strength trained (ST) if they reported muscle strengthening exercise on two or more days per week, while all others were defined as untrained (UT). Work engagement score was based on responses to the three-item Utrecht Work Engagement Scale (UWES-3). We performed two-tailed t-tests to determine differences in mean work engagement scores between the physically active (PA) and inactive (IA) groups and between the strength trained (ST) and untrained (UT) groups. Differences in work engagement scores were statistically significant (p < 0.0001), with higher scores observed in the PA group (11.987) compared to the IA group (11.025). Differences in scores between the ST group and UT group were also statistically significant (p < 0.0001), with higher scores observed in the ST group (12.132) compared to the UT group (11.446). The findings from this study support earlier research and suggest promotion of physical activity and strength training may be a potential strategy to improve work engagement. Workplace health promotion and human resources professionals should consider the information gleaned from this evaluation to help them optimize human capital and business outcomes.
Abstract: Work engagement has been linked with employee health and work performance outcomes making it an area of attention within the field of human resources management. However, work engagement among the US workforce has declined in recent years. Literature suggests physical activity may play a role in improving work engagement, which has raised interest ...
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