Human Resource Management in New Jersey State Government

In 2005, the State of New Jersey Department of Personnel commissioned the Heldrich Center to study the critical human resource management issues confronting New Jersey state government. This report highlights the study's findings including: the human resource management function must be elevated to a position of primacy in state government, the state must reengineer the Department of Personnel into an effective human resource management agency with a broader mission than overseeing transactions and compliance with statutes and regulations, and the state must support its human resource function with adequate staff resources

Best Practices in Diversity Management

[Excerpt] The International Personnel Management Association (IPMA) has undertaken a human resource benchmarking project with the National Association of State Personnel Executives (NASPE). IPMA is an organization representing over 1,700 organizations and 2,500 individuals involved in public sector human resource management. The Association’s mission is to optimize organizational and individual performance in the public service by providing human resource leadership, professional development, information and services. IPMA has established an International Human Resource Advisory Board to facilitate the exchange of information on international human resource developments. The International Human Resource Advisory Board has 37 members from 35 countries and international organizations. Additional information about IPMA can be obtained at http://www.ipma-hr.org

Human Resource Management and Performance

The relationship between Human Resource Management (HRM) and performance of the firm has been a hot debated topic in the field of HRM/IR for the last decade. Most scientific research on this topic originates from the USA. In our paper we will give an overview of recent USA-based research outcomes as a frame of reference for presenting recent findings from the Netherlands in this respect. These Dutch findings are interesting and contrasting USA-based approaches because they reflect the Western-European model for industrial relations or the so-called Rhineland model. A model in which legislation, institutions andstakeholders like workscouncils and trade unions play an important role in shaping HRM policies and practices. So the very often proclaimed relationship between corporate strategies, aligned HRM policies and their subsequent effect on performance is in a Dutch setting mitigated by institutions and stakeholders inside and outside the organization.human resource management;performance;HRM theory;institutionalism;overview

USING ONTOLOGY’S IN HUMAN RESOURCE MANAGEMENT

Abstract: In today’s business environment, human resource management is playing an important role and it is present in each organization. Human resource management (HRM) is the strategic and coherent approach to the management of an organization's most valued assets - the people working in the organization. We try to design an ontology for human resource management, and we want to encompass in it all common items no matter in which area we want to apply this structure. This paper wants to propose a model for a human resource management system. This future structure will be incorporated into an ontology. Ontologies are used to capture knowledge about some domains of interest and in our case, it is used to capture knowledge about an human resource management system.Ontology, Knowledge Representation, HRM.

Methods and techniques specific to human resource management

The first part of the study presents the contextual and conceptual novelty elements concerning human resources on which this human resource management approach relies. The conceptual novelty element is represented by the comprehensive approach of human resource management (MRU), focused on the relationships of the organisation with internal and external human stakeholders, not limiting to the traditional approach, managers subordonees. The second part of the paper makes a selection of methods and techniques used in human resource management, grouped on the 14 activities specific to MRU. This ensures a coherent and effective methodological basis for human resource managers and specialists, in agreement with the challenges of the current period of transition to knowledge-based economy. The last part of the study indicates the methods and the techniques recommended to be used in particular during the eight stages of human resource reengineering.human resource management; specific human resource management methods; knowledge-based economy; human resources reengineering.

Green human resource management

Global warming is a reality. Organisations realise their corporate responsibility to conduct their business with the 'future' in mind. Sustainability is having a green conscience and ensuring the steps you take today do not have a negative impact on the future. Green Human Resources Management is to promote the sustainable use of resources within business organisations. The aim of this research is to provide organisations with a Green Human Resource Management Strategy (GHRM). A qualitative approach was followed, and five participants interviewed. The researcher followed this approach to gain an in-depth understanding of business eco-friendly practices, to ascertain if they utilise HR to drive “green” in the organisation and engage employees. The study found that most organisations have implemented some eco-friendly practice and know the value of becoming a 'green' employer. However, the researcher identified a significant gap in that organisations are not aware of or lack the knowledge of how to utilise HR practices to get staff engaged in green policies and procedures. The researcher will strive to come up with various ideas and recommendation to the business on how they can utilise their HR practices to go green and engage their staff

Subject: Human Resource Management

Compiled by Susan LaCette.HumanResourceManagement.pdf: 5527 downloads, before Oct. 1, 2020

PERANAN PRAKTEK-PRAKTEK MANAJEMEN MANUSIA PADA KINERJA OPERASIONAL : PENGENALAN PADA LINTAS NEGARA DAN INDUSTRI

The human resource management practices strategically become an attractive topic to be reviewed, from some research that had been done before, it was known that human resource management practices had great influences to the whole organizational performance, but only a few reviewed especially the role of human resource management practices in correlation with operational management, and to generalize the findings across countries and industries. Actually the success of some business decisions (especially related with globalization and acquisition) necessitates recognition and reconciliation of the differences among human resource management practices in different countries and industries. The review of human resource management practices in this paper used Pfeffer's proposal about seven HRM practices in the context of country and industry, where each of this element of HRM practices had a role towards operational practices. The review was found that seven HRM practices proposed by Pfeffer had a great role to increase operational performance and could be formulated into one ideal system to be performed in the context of country and industry