Human Resources Management in the Company, Performance and Sense of Commitment

Santos, Armando Cuesta

doi:10.7819/rbgn.v17i56.1736

Cited by 4 publications

(1 citation statement)

References 11 publications

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“…Estos campos están limitados únicamente a los procesos de organización del trabajo, comunicación y formación de la GRH. Esta es una de las líneas de investigación en esta propuesta de tesis doctoral, la cual abarca todos los procesos de la GRH entre los que se encuentra el flujo de recursos humanos, administración estratégica de los recursos humanos, comunicación institucional, organización del trabajo, evaluación del desempeño, selección e integración, capacitación y desarrollo, autocontrol, seguridad y salud en el trabajo, y estimulación moral y material (Cuesta Santos, 2015).…”

Section: Cliente Interno Y Externounclassified

Modelo de Gestión de Costos Ocultos para la Mejora Continua de los Recursos Humanos

Negrón-González

Gemar-Castillo

Noda-Hernández

2021

EcoNeg

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Una adecuada identificación y cuantificación de costos ocultos de la gestión de recursos humanos contribuye a aumentar la efectividad en la gestión empresarial. Actualmente, en muchas empresas no se reflejan los costos ocultos en sus balances económicos, ni en sus registros financieros. El objetivo es analizar los resultados de la aplicación de un modelo de gestión de costos ocultos para la mejora continua de los recursos humanos en el sector hotelero. Se ha tomado en cuenta en todo momento las expectativas y necesidades de los clientes y se ha integrado los elementos sociales y económicos de la gestión socioeconómica para contribuir al desarrollo de la calidad del servicio en el sector hotelero. Se han utilizado diferentes técnicas y herramientas, tales como la lista de chequeo, el cuadro de mando integral, el modelo SERVQUAL y un estudio empírico del cual se hizo un análisis factorial como método de reducción de datos, para obtener las correlaciones entre más de las 57 variables observables. Este estudio permitirá alcanzar niveles superiores en el desempeño laboral, además de un incremento en la productividad del trabajo y calidad del servicio.

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Section: Cliente Interno Y Externounclassified

Modelo de Gestión de Costos Ocultos para la Mejora Continua de los Recursos Humanos

Negrón-González

Gemar-Castillo

Noda-Hernández

2021

EcoNeg

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Procedure for the continuous improvement of human resource management

et al. 2019

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The hotel sector in the historic center of Havana reveals deficiencies in customer satisfaction regarding human resource. This research is aimed at analyzing the results of the implementation of a continuous improvement of human resource management that allows the enhancement of services quality, assuming the Cuban norm. The main results show that 55% of the items identified with the application of the SERVQUAL model show quality deficit associated with processes of human resource management, such as work competences and work organization. The main dysfunctions identified were unproductive times due to organizational and technical issues and labor fluctuation. Subsequently, hidden costs due to deficiencies were calculated, which amount to a value of 13 249,89 MU/year. To monitor these problems, objectives and indicators are proposed through the Integral Command Table, as well as a plan of corrective and preventive actions.

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Human resources management system: the case of leisure organisations

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2017

Humanities Bulletin of Zaporizhzhe State Engineering Academy

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The article analyzes the aspects of problematic human resource management system improvement by identifying the peculiarities of human resource management practice in leisure organizations and establishing measures for human resource management system improvement. In order to achieve the set objective, the theoretical analysis and empirical quantitative research were carried out with the help of online questionnaire survey. The questionnaire was sent to various leisure-service organizations operating in Kaunas city and Kaunas region. The study involved 66 leisure-service organizations. This study revealed that leisure organizations pay less attention to the new employees and their adaptation process, but are more focused on the development and qualification of employees who have worked there for a longer period. The analysis of the data showed that employees often feel negative psychological environment in the workplace that may arise because of experienced routine, underestimation of work, lack of attention paid to the employee and others. The main conclusions-human resource management improvement in leisure organizations requires an integrated approach. Many factors such as working conditions, staff interrelation, etc., may cause negative emotions in employees, which in turn would increase dissatisfaction with the work done and could lead to worse results of the organization. Leisure organizations should pay more attention to new employees' adaptation and competence development, as well as focus on personal initiative of the employees and their creativity promotion.

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Human Resources Management in the Company, Performance and Sense of Commitment

Cited by 4 publications

References 11 publications

Modelo de Gestión de Costos Ocultos para la Mejora Continua de los Recursos Humanos

Modelo de Gestión de Costos Ocultos para la Mejora Continua de los Recursos Humanos

Procedure for the continuous improvement of human resource management

Human resources management system: the case of leisure organisations

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