This paper aims to develop a systematic review on graduate employability and competence development, intending to present an international perspective on the matter. It analyses the role of higher education institutions in promoting the development of competences for employability. The Preferred Reporting Items for Systematic Reviews (PRISMA) statement was used as a formal systematic review guideline for data collection. Data was obtained from research studies over the period 2009–2019. The analysis included a total of 69 papers from Web of Science (WoS) and Scopus databases. Results show that Europe leads the number of publications on these topics during the past decade. One of the main issues associated with competence development and graduate employability found in the review is related to the (mis)match between university graduates’ competences and employers’ needs. Findings indicate that higher education institutions are concerned with using strategies to enhance the development of competences for graduate employability. Graduate employability and competence development around the world depend on a strong sense of innovation and collaboration practices implemented in higher education.
The purpose of this paper is to analyze the effectiveness of Scrum for project and team management in PBL teams in higher education. To attain this goal, a study was carried out to analyze students’ perceptions about Scrum as an effective method for PBL teams. Based on two different editions of PBL that used the Scrum method with different characteristics in each approach, this paper aims to identify the best practices for effective team and project management and draw recommendations for successful use of scrum in PBL approaches. The authors used an exploratory case study carried out within an engineering program at the University of Minho, Portugal. The research design was based on an explorative quantitative and qualitative approach. Implementing Scrum in PBL teams helps students to keep the project running smoothly and draws greater awareness on how to manage the project and teams in a more effective way. Findings show that task assignment, performance monitoring, visual management and regular feedback were considered the main advantages of using Scrum in PBL teams, which had a positive impact on student performance. However, for the success of Scrum, students recognize the role of the Scrum Master and Project Owner as vital to guide the teams in a sustainable way. Research on the application of Scrum in Education is scarce and mostly exploratory. This paper is among the very few empirical studies consolidating knowledge on the implementation of Scrum approaches to improve learning in higher education. More specifically, it brings a valuable contribution on how to improve specifically team performance in PBL teams with the use of agile approaches such as Scrum.
Human resource management system (HRMS) is an organizational instrument that sends organizational messages to employees. If we consider that HRMS can be an indicator of organization’s involvement towards employees’ it is relevant to understand its impact in employees’ organizational commitment and study indicators that can help unravel the black box between HRMS and positive results, associating an emerging approach, sustainable HRMS that relates HRMS with sustainability, having as common features the association with positive results for employees. Recent literature has tested organizational trust (OT) as a relevant indicator in the understanding of this process. There have been studies that have debated and tested OT in managers as a mediator or moderator of HRMS on affective commitment (AOC) and support for both have been found. In this study, we attempt to contribute to the development of the field, by considering the terminological, conceptual and statistical distinction between moderator and mediator, testing two alternative models that may elucidate the relationship between these variables. 1328 valid responses with employees and managers from 21 Portuguese organizations were collected. A factor analysis, a cluster analysis, moderation tests using hierarchical linear regression, pos hoc tests and mediation tests with sequential regressions were performed. HRMS dimensions are mediated (partially or totally) by OT in manager towards AOC. HRMS dimensions (HR relationship with employees, comprehensibility, utility, visibility and distributive justice) influences OT in manager, which, in turn, influences AOC. Regarding moderation, the interaction between distributive justice and OT, pos-hoc tests showed that when distributive justice increases and levels of OT in manager is high, OAC increases rapidly. It seems that the importance of the distributive justice of HRMS only becomes relevant on OAC, if OT in manager is present. This empirical test of the HRMS model also suggests its reframing in two meta-dimensions: A. the agents of HR system, the HR relationship with employees based on their competence, consistent behavior, ability to solve problems and listening to people; and B. the effects of the system itself, possibly Visibility is the most relevant attribute. We suggest that these interactions between HR agents and employees are relevant and may lead to generalizations about the HRMS.
The objective of this study is to describe the interactions between individual-level response (employees' trust and adhesion to Human Resource (HR) Management practices) and organizational-level processes (managers' implementation of new practices, for instances technologies). The need to understand employees' perceptions in an interactional perspective, correlating these variables with the perceptions of HR managers constitutes an important field of research, integrating both perspectives in multi-level studies. In this paper we illustrate our initial research in a multi-level research project, presenting the results of a qualitative study of HR managers' perceptions of social processes involved in HR and their employees' acceptance of HR practices. We also analyzed perceptions that might lead to modifications of the HR system. Our results suggest that these perceptions influence the implementation or suspension of HR practices.
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