Importance of Human Resource Management in 21st Century: A Theoretical Perspective

Aslam, Hassan Danial; Aslam, Mehmood; Ali, Naeem; Habib, Badar

doi:10.5296/ijhrs.v3i3.6255

Cited by 22 publications

(19 citation statements)

References 3 publications

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“…This means employees work in a friendly environment, so in the globally competitive, they are loyal to the organization and work with full interest. This finding is in constituent with Aslam's discovery that showed there would be a changing relationship between employee and employer in the organizations of the 21 st century (39).…”

Section: Discussionsupporting

confidence: 75%

Pathology of Human Resource Management System in Iran’s Ministry of Sports and Youth

Javadipour¹,

Siyavoshani²,

Ghorbani³

2020

Ann Appl Sport Sci

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Background. Today, having a strategic approach to human resources is essential. On this basis, identifying the strengths, weaknesses, opportunities, and threats of systems and processes of human resource management in any organization can influence its success or failure. Objectives. This study aimed to investigate the pathology of human resource management in Iran's Ministry of Sports and Youth. Methods. This study employed a mixed explorative (qualitative and quantitative) approach. The population in the qualitative part included two groups: the first group was the strategic committee that held with eight specialists; the second group included 23 participants selected through purposive sampling. Qualitative data collection to determine weaknesses, strengths, opportunities, and threats were fulfilled by studying documents and Semi-structured interviews. In the quantitative part, the population included 62 of all managers in the ministry of sports and youth (assistant directors, general managers, the chief of offices, advisors, as well as experts of the department of sports and youth in the human resource section). There were completed and analyzed 46 researcher-made closed questionnaires. In this study, qualitative data were analyzed through content analysis of high-level documents for extracting mission statements; critical factors of the scope statement, pivotal values, critical factors of performance and finally, for identifying S, W, O and T. Also, quantitative data were analyzed through descriptive statistics, middle and criterion deviation and perspective statistics and binomial tests. Results. In a qualitative study after analyzing the collected data 4 strengths, 51 weaknesses, 5 opportunities, and 7 threats of the Ministry were identified. In a quantitative study, the results showed all systems and processes of human resource management in Iran's Ministry of Sports and Youth should be renewed and modified based on scientific methods. Conclusion.In general, the result of this paper showed human resource management in Iran's Ministry of Sports and Youth is at WO situation. Therefore the mentioned organization should apply a conservative strategy to develop human resource management. Moreover, it showed that all five systems identified in the research (including Planning and supplying, Compensation and maintenance, Development of HR, Employee and labor relation, Leadership and organizational culture) should be renewed.

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Section: Discussionsupporting

confidence: 75%

Pathology of Human Resource Management System in Iran’s Ministry of Sports and Youth

Javadipour¹,

Siyavoshani²,

Ghorbani³

2020

Ann Appl Sport Sci

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“…Sumber Daya Manusia (SDM) merupakan salah satu faktor yang memegang peranan penting dalam pengembangan dan pencapaian tujuan organisasi, tidak terkecuali organisasi sektor publik. Aslam et al (2014) menuturkan "Human resources can help organizations to overcome problems that occur from time to time due to adopting changes. (Sumber daya manusia dapat membantu organisasi untuk mengatasi masalah yang terjadi sewaktu-waktu karena membawa perubahan)."…”

Section: Pendahuluanunclassified

Penerapan E-Performance Dalam Meningkatkan Kinerja Pegawai Negeri Sipil Kota Surabaya

Febriani¹,

Prabawati²

2021

Publika

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Guna meningkatkan kinerja Pegawai Negeri Sipil dan mewujudkan Good Corporate Governance di Kota Surabaya, Pemerintah Kota Surabaya menciptakan suatu sistem informasi manajemen kinerja berbasis web dan aplikasi yang berguna untuk memonitor kinerja pegawai sekaligus pedoman dalam pemberian besaran uang kinerja PNS, yang dinamakan e-Performance. E-Perfomance diterapkan di Kota Surabaya sejak tahun 2011 melalui Peraturan Walikota Nomor 86 Tahun 2011 tentang petunjuk Teknis Uang Kinerja pada Belanja Langsung yang kini telah diubah ke Peraturan Walikota No. 13 Tahun 2019 tentang Petunjuk Teknis Pemberian Uang Kinerja pada Belanja Langsung kepada PNSD di Lingkungan Pemerintah Kota Surabaya. Tujuan penelitian ini adalah untuk mendeskripsikan penerapan e-Performance dalam meningkatkan kinerja PNS di Kota Surabaya. Penelitian ini merupakan penelitian kepustakaan yang dianalisis menggunakan Teori e-Government yang dikemukakan oleh Harvard JFK School of Government dengan mengkaji tiga elemen, yaitu: Support (political will, infrastruktur, dan sosialisasi), Capacity (SDM dan Sumber Daya Finansial) dan Value. Hasil penelitian ini berdasarkan ketiga elemen tersebut, e-Peformance Surabaya berhasil meningkatkan kinerja Pegawai Negeri Sipil Kota Surabaya. Namun pada elemen Support, ditemukan hambatan seperti keterbatasan sarana prasarana dan sosialisasi internal. Sementara itu pada elemen capacity, masih ditemukan permasalahan terkait kemampuan, pemahaman dan kesadaran pegawai dalam mengoperasikan sistem e-Performance. Untuk elemen value tidak ditemui hambatan di dalamnya. Saran dalam penelitian ini adalah perlunya pemenuhan sarana prasarana pendukung, perlu diadakannya sosialisasi intern yang berkelanjutan dan himbauan kepada pegawai untuk menginput kegiatannya ke dalam sistem. Kata Kunci: e-Performance, kinerja, pegawai In order to improve the performance of Civil Servants and realize Good Corporate Governance in the City of Surabaya, the Surabaya City Government has created a web-based performance management information system and applications that are useful for monitoring employee performance as well as guidelines in granting the amount of PNS performance money, called e-Performance. E-Performance has been implemented in the City of Surabaya since 2011 through Mayor Regulation Number 86 of 2011 concerning Technical Guidelines for Performance Money in Direct Spending which has now been amended to Mayor Regulation No. 13 of 2019 concerning Technical Guidelines for Giving Performance Money in Direct Expenditures to PNSD within the Surabaya City Government. The purpose of this study was to describe the application of e-Performance in improving the performance of civil servants in the city of Surabaya. This research is a literature research that is analyzed using e-Government theory proposed by Harvard JFK School of Government by examining three elements, namely: Support (political will, infrastructure, and outreach), Capacity (HR and Financial Resources) and Value. The results of this study are based on these three elements, e-Performance Surabaya has succeeded in improving the performance of Surabaya City Civil Servants. However, in the Support element, obstacles were found such as limited infrastructure and internal socialization. Meanwhile, in the capacity element, problems are still found related to the ability, understanding and awareness of employees in operating the e-Performance system. For the value element, there are no obstacles in it. Suggestions in this study are the need to fulfill supporting infrastructure, continuous internal socialization and appeals to employees to input their activities into the system. Key Words: e-Performance, performance, employees

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“…Succession planning activities includes comprehensive strategic plan that employee adopt and later apply to solve critical problem which ultimately help organizations to achieve firm goals (Kiumarsi, Isa, Jayaraman, Amran, & Hashemi, 2020;Seniwoliba, 2015). The use of staffing plan drives efficient workforce which impart values in achieving sustainable goals of the organizations (Aslam, Aslam, Ali, & Habib, 2013;Hurley & Choudhary, 2016;Omidi & Shafiee, 2018;Powell, 2012;Robson, 2013). The job analysis and design process provide autonomy, variety and task significance to employee in order to achieve firm performance (Belias & Sklikas, 2013;Tufail, Bashir, & Shoukat, 2017).…”

Section: Introductionmentioning

confidence: 99%

The Impact of Human Resource Planning (HRP) in Achieving the Strategic Goal of the Firm With the Moderating Role of Organizational Innovation

Hani

2021

International Journal of System Dynamics Applications

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The aim of this study is to ex amine the impact of human resource planning (HRP) in achieving strategic goal of the firm and organizational productivity. Structural equation modeling (SEM) approach is used to investigate causal relationship among exogenous and endogenous variables. Findings indicate that underpinned factors like talent management, succession planning, job analysis, staffing plan, and career development have showed positive impact to predict strategic goals of the firm. The interaction effect between achieving strategic goal and organizational innovation is found significant and confirmed that the positive relationship between achieving strategic goal of firm and organizational productivity will be stronger when organizational innovation is higher. Effect size analysis〖 f〗^2 indicates that employee creativity has the highest effect size in achieving strategic goal of the firm. Finally, the current study contributes to theory and practice while showing the importance of human resource planning in predicting organizational productivity.

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Importance of Human Resource Management in 21st Century: A Theoretical Perspective

Cited by 22 publications

References 3 publications

Pathology of Human Resource Management System in Iran’s Ministry of Sports and Youth

Pathology of Human Resource Management System in Iran’s Ministry of Sports and Youth

Penerapan E-Performance Dalam Meningkatkan Kinerja Pegawai Negeri Sipil Kota Surabaya

The Impact of Human Resource Planning (HRP) in Achieving the Strategic Goal of the Firm With the Moderating Role of Organizational Innovation

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