Effective HR Management as the Most Important Condition of Successful Business Administration

Kayl, Iakov I.; Zudina, Elena V.; Epinina, Veronika S.; Bakhracheva, Yulia; Velikanov, V V

doi:10.1007/978-3-319-45462-7_3

Cited by 5 publications

(5 citation statements)

References 6 publications

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“…This gap is to be filled by this work. The conceptual foundations of studying the practice of corporate responsibility as a social institute stand in the works of Abney (2019) , Ararat et al (2018) , Axjonow et al (2018) , Boyd and Huettinger (2019) , Dey et al (2018) , Gond et al (2018) , Gordon (2020) , Harjoto and Laksmana (2018) , Hielscher and Kivimaa (2019) , Huang and Fu (2019) , Inshakova et al (2018) , Kail et al (2017) , Lahtinen et al (2018) , Luque and Herrero-García (2019) , Nurunnabi et al (2018) , Pereira et al (2019) , Reilly and Larya (2018) , Rim et al (2019) , Sun and Gunia (2018) , Tsalis et al (2018) , Yen et al (2019) , Weber et al 2019 ).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Corporate Social Responsibility Amid Social Distancing During the COVID-19 Crisis: BRICS vs. OECD Countries

Popkova

DeLo

Sergi

2021

Research in International Business and Finance

101

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This paper compares today’s corporate management in developing markets (BRICS countries) vs. developed markets (the OECD countries). The influence of determining a new social corporate management season considering social distancing amid the COVID-19 pandemic on emerging markets' economic growth is ascertained and set apart from corporate management in developing markets. This paper helps clarifying and better understanding the role of corporate social responsibility in the conditions of an economic crisis against the background of the COVID-19 pandemic. This work provides scientific arguments that allow solving critical discussions regarding the advantages (growth of quality of life, an increase of business's competitiveness) and costs (limitation of economic growth, non-commercial use of profit, and increased price for goods and services) of domestic production and consumption. In the long-term, responsible financial practices return all investments and allow countries to better cope with a crisis. The research supplies a new view of corporate social responsibility as a measure of crisis management. It reflects its advantages at a time of social distancing in the conditions of the COVID-19 pandemic. The institutionalization of corporate social responsibility in emerging countries is not predetermined by internal factors (approach to doing business or organizational culture), if not by external factors (market status, state regulation, and consumer awareness). These circumstances prove the high complexity of strengthening corporate social responsibility in developing countries. In the conditions of social distancing – due to the COVID-19 pandemic – corporate social responsibility goes to a new level. In both developing and developed countries, one of the most widespread manifestations of corporate social responsibility is the entrepreneurship's transition to the remote form of activities. This envisages the provision of remote employment for workers and the online purchase of goods and services for consumers.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Corporate Social Responsibility Amid Social Distancing During the COVID-19 Crisis: BRICS vs. OECD Countries

Popkova

DeLo

Sergi

2021

Research in International Business and Finance

101

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“…Effective managers delegate tasks and responsibilities to assess their employees' ability, which, in turn, increases workers' input into the business. The literature also has indicated that staff delegation would lead to a competitive advantage because it usually results in increased productivity (Graham et al, 2015;Kayl et al, 2017;Mullins & Schoar, 2016;Paglis, 2014;Shulepov & Shulepova, 2016). Furthermore, it found that the effect of treating staff as individuals is more than the effect of staff delegation on retail SMEs' performance ([t = 9.15, p < .0001] > [t = 4.53, p < .01]; β1 > β2).…”

Section: Discussionmentioning

confidence: 99%

“…Effective managers delegate unpleasant routine tasks and responsibilities to different employees on a rotating basis. The literature has indicated that staff delegation would lead to a competitive advantage because it usually results in increased productivity (Graham, Harvey, & Puri, 2015;Kayl, Zudina, Epinina, Bakhracheva, & Velikanov, 2017;Mullins & Schoar, 2016;Paglis, 2014;Shulepov & Shulepova, 2016).…”

Section: Staff Development and Delegationmentioning

confidence: 99%

“…Most employees are able to make quick decisions themselves; however, effective delegation could increase their understanding of the details concerned. The literature has indicated that staff delegation would lead to a competitive advantage because it usually results in increased productivity (Graham et al, 2015;Kayl et al, 2017;Mullins & Schoar, 2016;Paglis, 2014;Shulepov & Shulepova, 2016). H2.…”

Section: H1 There Is a Positive Effect Of Treating Staff As Individuals On Retail Smes' Performancementioning

confidence: 99%

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Staff Development: A Management Task in Saudi Retail Smes

Alatawi

2020

المجلة المصرية للدراسات التجارية

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This study aimed to identify the effect of staff development on retail SMEs' performance in Saudi Arabia. By using a random sampling method, this study was conducted on a sample size of 386 subjects, working in various retail workshops in Yanbu, Saudi Arabia; the response rate was 86%. An 11-item scale was developed to measure the effect of staff development on retail SMEs' performance. It consists of three parts: treating staff as individuals, staff delegation, and performance. Structural equation modelling (SEM) was used to test the research hypotheses. This study found that staff development has a positive effect on retail SMEs' performance. This informs the managers that if they work closely with each employee and delegate responsibilities and tasks to their subordinates, the latter may feel satisfied, supported, and encouraged. Thus, the employees would produce more, be engaged in effective behaviour, be loyal to their employer, and avoid neglectful behaviour in the workplace. These implications will increase performance and ultimately assist retail SMEs to survive, especially after the first 5 years of trading.

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“…Los insumos del sistema permiten analizar los a) recursos humanos como uno de los aspectos principales donde existen múltiples dimensiones como son la experiencia, las habilidades, la educación y la formación (Mubarik, Chandran & Devadason, 2018), que se relacionan con la productividad y el éxito de la empresa (Hirzel, 2017;Kayl et al, 2017;Rauch et al, 2005). Uno de los problemas que enfrenta la mype es la forma de gestionar a su personal, no se ha profundizado en las formas específicas para este tipo de empresas (Núñez-Ríos, Sánchez-García & Tejeida-Padilla, 2020) y muestra dificultades en contratación de trabajadores calificados (Tambunan, 2019).…”

Section: Iunclassified

El impacto de la dirección en el desempeño en las micro y pequeñas empresas: un análisis sistémico

Rascón¹

2023

CyA

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<p>El presente artículo tiene como propósito mostrar qué procesos dentro de las micro y pequeñas empresas (mypes) tienen un mayor impacto en la percepción de la productividad, examinados desde el esquema de análisis sistémico, donde existen los insumos, procesos y salidas del sistema. Para llevar a cabo el estudio, se analizaron 48 068 mypes mediante una entrevista hecha a la persona que toma gran parte de las decisiones en cuatro países de Latinoamérica (México, Colombia, Perú y Ecuador). Los datos recopilados se analizaron mediante el modelo de regresión lineal. El principal aporte es el desarrollo de una ecuación que permite identificar cuál es el factor de mayor impacto en la percepción del desempeño, dando como resultado las actividades de dirección, las cuales tienen mayor influencia en los resultados de la empresa.</p>

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Effective HR Management as the Most Important Condition of Successful Business Administration

Cited by 5 publications

References 6 publications

Corporate Social Responsibility Amid Social Distancing During the COVID-19 Crisis: BRICS vs. OECD Countries

Corporate Social Responsibility Amid Social Distancing During the COVID-19 Crisis: BRICS vs. OECD Countries

Staff Development: A Management Task in Saudi Retail Smes

El impacto de la dirección en el desempeño en las micro y pequeñas empresas: un análisis sistémico

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