Journal of Human Resource and Sustainability Studies

Journal Information
ISSN / EISSN : 2328-4862 / 2328-4870
Published by: Scientific Research Publishing, Inc. (10.4236)
Total articles ≅ 273
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Moses Opio, Cosmas Agweta, Mary Ejang, Irene Picorella, Tom Richard Okello
Journal of Human Resource and Sustainability Studies, Volume 10, pp 223-231; https://doi.org/10.4236/jhrss.2022.102014

Abstract:
Purpose: This study aimed to examine the relationship and effect of intrinsic and extrinsic reward practices on health service delivery. Methods: Data was collected prospectively from Thirteen Government health facilities in Kwania District using a cross-sectional study design. A structured, pre-coded and pretested questionnaire of Cronbach Alpha of 0.82 was self-administered to sample of 132 health workers randomly selected from HCIV, HCIII and HCII in Kwania District between September-November 2020. Results: Health Service Delivery (HSD) correlates positively with the various reward system. In particular, HSD has a significant and positive but weak correlation with intrinsic reward (r = 0.260, p value = 0.05). On the other hand, extrinsic rewards have a very weak insignificant but positive correlation with service delivery (r = 0.126. p value > 0.05). Multiple regression: the intrinsic reward appears a significant predictor of health service delivery (p value 0.009, ), but the extrinsic reward does not significantly predict health service delivery, (β = 0.001, p value = 0.985). Conclusion: Intrinsic rewards have a significant influence on health workers’ performance and hence health service delivery while extrinsic rewards have no significant influence on these employees’ performance. Extrinsic reward becomes more important as employees’ ages increase on the job.
Astha Bhanot
Journal of Human Resource and Sustainability Studies, Volume 10, pp 232-245; https://doi.org/10.4236/jhrss.2022.102015

Abstract:
This study aids Saudi Arabian public organizations in identifying and solving problems with employee performance. The study’s findings are critical to the Saudi Arabian public administration, management and employees. The administration can use these findings to make decisions such as assigning work, promoting employees, transferring them, and laying them off. The success of various selection techniques, training programs, and compensation systems can also be assessed using performance data. Additionally, managers will assist their employees in becoming more productive by receiving better personal performance ratings. These help employees know where they stand, pave the road for a change, encourage self-improvement, and recognize their accomplishments for each employee. This study measures 3 C’s univariate behavioral approach variables such as corporate commitments, communication and collaboration. Random sampling method was adopted to collect the data from 1000 Saudi employees and overseas workers out of which only 82% were returned. Whereas out of 82% only 79.3% were deemed to be, appropriate for examination. Data were analyzed and examined using the latest version of SPSS 1.0.0.1406 by using a set of statistical methods including Coefficient Correlation, Regression, Cronbach’s alpha, means, standard deviation, multiple and simple linear regression. Furthermore, according to Frechette and Wertheim, “performance affects the very essence of the individual’s connection or ‘affective commitment’ with the organization, and therefore can play a central role in deciding the level whereby the individual’s short-and long-term needs are fulfilled through participation in the organization”. These research findings serve as a toll for improving job satisfaction among employees. The effectiveness of government employees directly influences the efficiency of the government section and, as a result, on the achievement of the country’s economic goals and the nation’s growth.
Yumin Zou, Peng Fan
Journal of Human Resource and Sustainability Studies, Volume 10, pp 246-261; https://doi.org/10.4236/jhrss.2022.102016

Abstract:
Apart from various challenges such as globalization and technological advances, workforce diversity has also been regarded as a central issue in the management field. However, many organizations still have difficulties putting this concept into practical use, even for many Chinese organizations. And diversity management (DM) remains at the theory stage, the implementation of diversity management practices is more an issue of talk than actual activities. In response to this issue, this study aims at exploring the relationships between top management commitment, HR diversity practices, and organizational innovation. Data collected from 195 high-tech companies in China shows that top management’s commitment positively impacts the implementation of HR diversity practices, and implementation of HR diversity practices can improve organizational innovation. In addition, the implementation of HR diversity practices mediates the association between top management’s commitment and organizational innovation. The findings in our study provide evidence for examining the antecedents and outcomes of HR diversity practices. Finally, the theoretical and managerial implications of our study are discussed.
David D. Van Fleet, Tim O. Peterson, Ella W. Van Fleet
Journal of Human Resource and Sustainability Studies, Volume 10, pp 291-303; https://doi.org/10.4236/jhrss.2022.102018

Abstract:
The Bambi Effect is failing to provide any feedback, particularly negative feedback. Performance ratings are higher for employees who report receiving more frequent and more specific performance communication from their supervisors. Feedback, particularly negative feedback, is important as it can enable employees to correct their performance. Nevertheless, many managers seem to struggle most with the final and perhaps most important step of the performance review process—providing feedback—especially when the feedback is negative. This conceptual article suggests methods for addressing this issue. The feed forward interview (FFI) or future-focused feedback approach has been suggested as a way to eliminate bias and improve performance. The use of artificial intelligence has potential and expert systems have considerable promise. So, FFI is a partial solution, AI has future potential, and ESs in conjunction with training should close the performance gap and reduce or possibly eliminate the Bambi Effect.
Nana Noviana, Weni Rosdiana
Journal of Human Resource and Sustainability Studies, Volume 10, pp 179-201; https://doi.org/10.4236/jhrss.2022.101012

Abstract:
Discussion of social problems is the beginning of modern policy analysis. This helps to analyze HIV/AIDS problems that are difficult to identify. Most AIDS programs do not specifically look at and overcome service constraints. To respond to the high incidence of HIV/AIDS in the city of Banjarmasin is to carry out prevention efforts regulated in Regional Regulation No. 11 of 2012, which is expected to be able to provide hope in efforts to reduce the incidence of HIV/AIDS. In an effort to reduce the rate of increase in HIV/AIDS cases in the city of Banjarmasin, it is necessary to have resources, both financial and human resources, that are able to communicate policy between implementing actors so that policy messages can be delivered appropriately. So in efforts to prevent HIV/AIDS in the city of Banjarmasin must involve the participation of the government, both provincial and city governments of Banjarmasin, the community and community institutions that have the carrying capacity of HIV/AIDS control programs. The research is a qualitative research using a descriptive approach based on the perspective of public policy. The findings of the study indicate the lack of participation and commitment of many actors as well as coordination support in efforts to combat HIV/AIDS.
Phillip M. Randall, Franklin M. Lartey
Journal of Human Resource and Sustainability Studies, Volume 10, pp 30-43; https://doi.org/10.4236/jhrss.2022.101003

Abstract:
EENDEED (Enhanced Engagement Nurtured by Determination, Efficacy, and Exchange Dimensions) is an instrument for measuring the engagement of both remote workers and traditional workplace employees. The purpose of this study was to validate the relationship between EENDEED and its three main theories, namely: 1) self-determination theory, 2) self-efficacy theory, and 3) social-exchange theory. This was done by looking at the relationships between EENDEED and three validated instruments: a) Balanced Measure of Psychological Needs (BMPN), b) General Self-Efficacy scale (GSE-6), and c) Utrecht Work Engagement Scale (UWES-9), that are based respectively on self-determination theory, self-efficacy theory, and social exchange theory. Data were collected from 600 participants in the United States through an online survey. A structural equation model (SEM) was created to ascertain the relationship between EENDEED and the three validated instruments, thus their subtending theories. Findings suggested the existence of positive significant relationships between engagement as measured by EENDEED and BMPN, SGE-6, and UWES-9. Results indicated that for every 1 standard unit increase in the employee engagement as measured by EENDEED, there was an expectation to see an increase in BMPN, GSE-6, and UWES-9 scores by .55, .85, and .82 standard points respectively. This study provided support for external validity of EENDEED and confirmed the existence of positive and significant relationships between engagement of remote employees and traditional office workers as measured by EENDEED and 1) self-determination as measured by BMPN, 2) self-efficacy as measured by SGE-6, and 3) social exchange-based engagement as measured by UWES-9.
Mohammad Milon, Ashraful Alam, Mahmudul Hasan Pias
Journal of Human Resource and Sustainability Studies, Volume 10, pp 403-417; https://doi.org/10.4236/jhrss.2022.103024

Abstract:
E-HRM is relatively a new term in Bangladesh which is called the internet-technology-supported human resource management used today in various private industries through the power of web-based technology. It has brought a great change in the way of traditional HRM functions. The aim of this paper was to identify the key practices of e-HRM instead of traditional HRM practices in the private industry of Bangladesh for making our current HRM practices more need-based, effective and practical oriented. Data were collected from the total number of 108 respondents including all HR officers, senior officers and professionals etc through a close-ended structured questionnaire survey from January to April 2022. In this case, a five point Likert scale has been used to design the whole questionnaire. A simple random sampling technique has been used to reach the sample respondents. The collected data has been analyzed though Garrett ranking method in this study to find out the research result. The study found some of the key practices of e-HRM in the private industry such as e-communication (62.26%); e-personal profile (64.44%), e-training (64.53%), e-application tracking (66.36%), e-recruitment (66.57%). Based on the study, it was recommended that, our private industry should continue to practice e-communication, e-personal profile, e-training, e-application tracking, e-recruitment in place of the conventional HRM practices.
LaJuan Perronoski Fuller
Journal of Human Resource and Sustainability Studies, Volume 10, pp 356-379; https://doi.org/10.4236/jhrss.2022.103022

Abstract:
Organizational leaders set the example for “what is acceptable” ethical behavior and encourage organizational citizenship behavior among employees. Organizational citizenship behavior is the willingness to go above and beyond regular duties and responsibilities without using formal reward systems. However, employees who use social comparisons or repeatedly witness leaders who tolerate deviant behaviors are more likely to morally disengage from the positive attributes associated with organizational citizenship behavior. This research aims to determine ethical leadership attributes that resist the negative impact of perceived deviance tolerance on employee organizational citizenship behavior. The Leadership Ethic and Decision-making (LEAD) model is grounded in the foundational leadership theory which suggests that leaders should conduct an inward examination using integrity and assurance with an outward examination based on pragmatism to improve employee perception of ethical decision-making. The result of this study is based on responses from 378 full-time employees in the United States. The findings reveal that LEAD is a reliable, ethical leadership model and pragmatism is resistant to negative moderation of perceived tolerance of deviant behavior on employee contributions in the workplace. Therefore, leaders, managers, and HR professionals who apply the LEAD model will influence organizational citizenship behavior while reducing the deviant behaviors associated with the perceived tolerance of deviance.
Yusuf Salami, Cross Ogohi Daniel, Taiwo Adewale Muritala, Umar Abbas Ibrahim, May Ifeoma Nwoye
Journal of Human Resource and Sustainability Studies, Volume 10, pp 418-432; https://doi.org/10.4236/jhrss.2022.103025

Abstract:
Today, the business environment is highly competitive and faced with continuously changing technology. Globalization and the changing needs of customers contribute to the challenges of business organizations. To meet up these challenges, organizations need to properly and continuously train and develop their employees. As a result, this research looks into the impact of training and development on the performance of public hospitals in Abuja-FCT, Nigeria. The distribution of a structured questionnaire was required by a survey research design of a (5-point Likert scale). 353 from the total population of 2997 randomly selected employees in the Fourteen (14) general hospitals in Abuja-FCT, Nigeria. 305 questionnaires were filled out by the respondents. Hypotheses tests were carried out and they revealed that there was a major connection between orientation as a training and development method and patient waiting time.
P. Eko Prasetyo, Andryan Setyadharma
Journal of Human Resource and Sustainability Studies, Volume 10, pp 464-484; https://doi.org/10.4236/jhrss.2022.103028

Abstract:
The digitalization technology transformation of entrepreneurship has positive impacts but also increases inequality and disrupts the sustainable development goals (SDGs). This study aimed to examine the impact of digitalization technology transformation on rural entrepreneurship and explain its mitigation efforts using exploratory sequential mixed methods. The policy acceptance model method was used to reduce uncertainty in analyzing entrepreneurial behavior patterns. Data were collected using questionnaires and semi-structured interviews equipped with ethnographic observations. The results showed that the digitalization technology transfor-mation of rural entrepreneurship supports various new potentials. These include decent work opportunities, family entrepreneurship, and local economic growth. However, the technology increases inequality and the fear of traditional markets that could disrupt achieving other sustainable development goals (SDGs). This inequality and the risk of uncertainty could be mitigated by the social solidarity economic transformation busi-ness model based on the potential of local humanist wisdom. Therefore, this study could provide scientific information and implications for social and institutional policies. It could also contribute to the literature on new institutional and social entrepreneurship innovation theories related to the wave of Kontratieff Schumpeter.
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