Human resource management, historical perspectives, evolution and professional development

Obedgiu, Vincent

doi:10.1108/jmd-12-2016-0267

Cited by 41 publications

(25 citation statements)

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“…It is visible in the evolution of the attitude towards HRM (also in organizations) from administering, to managing personnel, to human resources management, to strategic HRM/HCM, to strategic international HRM (Kaufman, 2014;Mura et. al, 2019;Obedgiu, 2017;Lucas, Grant, 2018).…”

Section: Discussionmentioning

confidence: 99%

The implementation of personnel processes in Poland and Slovakia

Vetráková¹,

Smerek²,

Włodarczyk³

et al. 2021

JESI

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The year 1989 in the countries of Central and Eastern Europe is associated with the transformation of the economy and the gradual transition from a centrally planned to a market economy. The basis of the transformation process was the privatization of small, medium but also large state-owned enterprises, the formation of a business environment, the application of a liberal approach to the implementation of reforms. More than 30 years have passed since the beginning of the transformation and this is the reason for evaluating the level of human resources management in selected companies. The aim of the paper is to identify new approaches to human resource management and to compare the processes of personnel work in Poland and Slovakia. We conducted the survey in the years 2017 to 2020 using the method of sociological questioning. We obtained the opinions of respondents from 811 companies. In our research, we assume that human resources are the driving force behind the development and performance of companies. Descriptive statistics was used to characterize the sampling unit. To verify the formulated hypothese the Mann-Whitney test was used. The results of the findings are applied in the evaluation of the processes with the highest positive impact on performance. According to the results, there is a statistically significant difference in the implementation of more than 50% of personnel processes in companies in Poland and in Slovakia, and also there are differences in over 50% of tools used in personnel processes in companies in Poland and in Slovakia.

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Section: Discussionmentioning

confidence: 99%

The implementation of personnel processes in Poland and Slovakia

Vetráková¹,

Smerek²,

Włodarczyk³

et al. 2021

JESI

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“…Human resource management spawned from the human relations movement, which began in the early twentieth century due to work by Frederick Taylor [28]. Taylor explored what he termed scientific management referred today as Taylorism, striving to improve economic efficiency in manufacturing jobs.…”

Section: The Workplace Past Present and Futurementioning

confidence: 99%

From the Cottage to the Cage – Exploring the Efficacy of Complexity Leadership Theory in Addressing 21st Century Workplace Toxicity.

Danaher¹

2021

Preprint

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The issue of workplace toxicity constitutes a major problem for employers, employees and society at large. Toxicity in a workplace context relates to damaging behaviours perpetrated by individuals and organisations that netatively impact on the health and wellbeing of others. Workplace toxicty is habitually associated with activities such as bullying, harrassment, unethical and even illegal acts. In this article, today’s workplace is likenened to a cage where ambition and greed drive people to engage in toxic behaviour to fight for whatever scarce rewards are on offer. Set against a backdrop of continuous demands on employees in a era of constant change and challenge, leadership practice in the 21st century is understandably seeped in complexity. Whilst conditions of scarcity are in fact constructed by employers in today’s lean environments, workplace toxicity has significant implications for organisational leaders in terms of work place disputes, absenteeism and litigation etc. Twentieth century hierarchial and autocratic leadership models are now deemed to be both obsolete and wholly inadedgate to inform leadership practice in the knowledge era. This conceptual article looks at the efficacy of complexity leadership theory (CLT) in empowering today’s leader to better understand and address 21st century workplace toxicity.

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“…Organizational commitment is a construct that was conceived in the West and has been expanding over the years, reaching the whole of North America and Europe (Darwish, 2003; Obedgiu, 2017; Al-Yami et al , 2019). The analyses from these countries have mainly been for commercial businesses.…”

Section: Introductionmentioning

confidence: 99%

Analysis of organizational commitment in cooperatives in Ecuador

Hidalgo‐Fernández

Mero

Alcívar

et al. 2020

JMD

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PurposeThe objective of this research is to analyse the affective organizational commitment in cooperatives in Ecuador. This was done by adapting and testing a measurement scale based on the one-dimensional model proposed by Porter.Design/methodology/approachField work was carried out, with a structured questionnaire being given to a significant sample of workers in Ecuadorian cooperatives (2,499 employees and heads of department). The scale was adapted through a structural equation model.FindingsThe results show that the adaptation of the measuring scale for affective organizational commitment using a one-dimensional vision is consistent for the cooperative sector. In addition, the analysis of the socio-demographic variables and the work position show that some of them have a statistically significant relationship with organizational commitment.Practical implicationsThe proposed scale can contribute to the management of human capital in cooperatives in Ecuador. It can also be used as a tool to support the national agency in charge of the cooperative sector in this country (Superintendencia de Economía Popular y Solidaria, “Superintendency of Popular and Solidarity Economy”). By applying this tool, social economy organizations in Ecuador can measure the level of their employees' affective commitment with the institution they work in. Using the results, the people in charge and the leaders of the organization shall be able to introduce strategies to develop this organizational variable that is crucial for the proper management of human resources and, therefore, to help to obtain the institutional purposes.Originality/valueThis research project presents a measuring tool that can discover the unique features of the cooperative sector in a developing country such as Ecuador as it provides a special framework for managing human resources in this sector. Additionally, in a cooperative organization many employees have different roles in the same company. This tool can be adapted for other kinds of cooperatives with different activities (financial and non-financial activities) in different sectors.

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Human resource management, historical perspectives, evolution and professional development

Cited by 41 publications

References 1 publication

The implementation of personnel processes in Poland and Slovakia

The implementation of personnel processes in Poland and Slovakia

From the Cottage to the Cage – Exploring the Efficacy of Complexity Leadership Theory in Addressing 21st Century Workplace Toxicity.

Analysis of organizational commitment in cooperatives in Ecuador

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