Human resources risk management: Governing people risks for improved performance

Meyer, Marius; Roodt, Gert; Robbins, Michael

doi:10.4102/sajhrm.v9i1.366

Cited by 30 publications

(42 citation statements)

References 5 publications

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“…Despite the great attention to human resources as a vital success source of organizations, there is a considerable gap in the field of human resource risks (26). Human resource management includes proper selection of personnel, training, performance evaluation, compensation and etc.…”

Section: Discussionmentioning

confidence: 99%

Indicators of Organizational Resilience in Critical Sociotechnical Systems: A Qualitative Study for the Refinery Complex

et al. 2018

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Background: Resilience engineering is a new approach for safety management. The purpose of this paper was to determine indicators constructing organizational resilience as an important part of overall resilience. Methods: This was a qualitative study. The data collection method was semi-structured interviews as well as the discussion group method. The data were analyzed with conventional qualitative content analysis. Results: Overall, 232 primary codes were classified in 81 sub-indicators and 11 indicators. Eleven indicators were as follows: management commitment, performance management system, flow of information/communication, involvement culture, error management system, education, preparedness, flexibility, innovation culture, change management, and human resource management. Conclusions: Refineries and other firms are recommended to evaluate the situation of any identified indicators, therefore, they can promote the level of resilience by improving any indicator.

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Section: Discussionmentioning

confidence: 99%

Indicators of Organizational Resilience in Critical Sociotechnical Systems: A Qualitative Study for the Refinery Complex

et al. 2018

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“…Hence, it is critical to ensure that people risks are included in a company's risk management plan. A comprehensive people risk analysis is needed, one that significantly transcends the current narrow focus on safety in high-risk environments such as factories and mines (Meyer, Roodt et al, 2011). The participants in this study also believed that corporate governance is very important and, when conducted correctly and by all the stakeholders, it can reduce the organisation's risk profile.…”

Section: Policies and Proceduresmentioning

confidence: 99%

“…Furthermore, HR management could assist the board in related areas, such as managing executive succession, providing board development and administrative services (Deloitte, 2008). Meyer, Roodt et al (2011) state that, although human capital risks are mentioned in the King III code, this aspect deserves more prominence. As the Deloitte (2008:11) report asserted: "People and behaviour are often the biggest source of business risk".…”

Section: Policies and Proceduresmentioning

confidence: 99%

“…The participants in this study also believed that corporate governance is very important and, when conducted correctly and by all the stakeholders, it can reduce the organisation's risk profile. Meyer, Roodt et al (2011) identified the following people risks: company culture, talent shortages and retention, incompetence, employee performance, unethical behaviour, low morale, grievances and disputes, excessive absenteeism, employee wellness, sabotage, workplace violence, and non-compliance with industry and other regulations and laws. In this study, most of these were pointed out by the participants.…”

Section: Policies and Proceduresmentioning

confidence: 99%

“…Like all other employees, individual directors, the board sub-committees and the audit committees should also be subject to 360⁰ performance assessment and review. Risk and corporate governance Meyer, Roodt and Robbins (2011) stated that HR management should gather information on people-related governance, risk and compliance issues. The HR director should present company directors with a complete report on the HR department's compliance and operational risks, recommend actions and accept responsibility for the application.…”

Section: Policies and Proceduresmentioning

confidence: 99%

See 2 more Smart Citations

Human resources managers as custodians of the King III code

Beer¹,

Toit²

2015

SAJEMS

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The objective of this research was to perform an exploratory study on the knowledge and understanding of the King III code among Human Resources (HR) managers in South African companies. The King III code is a comprehensive international corporate governance regime which addresses the financial, social, ethical and environmental practices of organisations. HR management plays a role in managing corporate governance by using the King III code as a guideline. The main research questions were: Does HR management know, understand, apply, and have the ability to use the King III code in terms of ethical decision-making? What role does HR management play in corporate governance? A random sample of available HR managers, senior HR consultants and HR directors was taken and semi-structured interviews were conducted. The results indicated that the respondents had no in-depth knowledge of the King III code. They did not fully understand the King III code and its implications nor did they use it to ensure ethical management. The themes most emphasised by the participants were: culture, reward and remuneration, policies and procedures and performance management. The participants emphasised the importance of these items and HR's role in managing them.

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Systemic evaluation of human resources risks in the public sector

2022

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This study tries to design a model for assessing and prioritizing human resources risks, using systems thinking and relying on the experiences of Mashhad Municipality in Iran. Reviewing various sources, this study identifies risks in human resources and uncovers the cause and effect relationships between their dimensions and components. Then, using qualitative and quantitative methods, the proposed model is evaluated. Results show five main subsystems of human resources operational risks, personal risks, professional risks, human capital risks and contextual risks. The results also show that there is a dynamic relationship between the components of these subsystems. It is shown that human resources' operational risks have the highest probability of occurrence and intensity of impact and human capital risks have the lowest probability of occurrence and intensity of impact. The system diagrams of this study provide researchers and practitioners with a comprehensive perspective to consider human resources risks in public organizations.

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Human resources risk management: Governing people risks for improved performance

Cited by 30 publications

References 5 publications

Indicators of Organizational Resilience in Critical Sociotechnical Systems: A Qualitative Study for the Refinery Complex

Indicators of Organizational Resilience in Critical Sociotechnical Systems: A Qualitative Study for the Refinery Complex

Human resources managers as custodians of the King III code

Systemic evaluation of human resources risks in the public sector

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