human resources department

14,000,000 Leading Edge Experts on the ideXlab platform

Scan Science and Technology

Contact Leading Edge Experts & Companies

Scan Science and Technology

Contact Leading Edge Experts & Companies

The Experts below are selected from a list of 35208 Experts worldwide ranked by ideXlab platform

Fawzy Soliman - One of the best experts on this subject based on the ideXlab platform.

  • Mapping Expectations of Functional Units' Line Managers against the Perceptions of human resources department (HRM)
    Employment relations record, 2010
    Co-Authors: Fawzy Soliman
    Abstract:

    This paper proposes that performance improvement could be achieved by improving the relationship between HRM and functional units in the form of a relationship between supplier and customer. Accordingly, the paper proposes that differences may be found between functional units' expectation of the service delivered and the perception of HRM with respect to that service. The paper also proposes that Gap analysis approach could be used in analysing the performance of those services. The paper points to the possibility of finding perception gaps and expectation gaps. In addition, the paper suggests that those gaps may impact on the performance from the perspectives of quality, cost and speed of delivery of the service. It is envisaged that this research could assist management in controlling cost and avoid wastage and improve organisational performance.

  • strategies for implementing knowledge management role of human resources management
    Journal of Knowledge Management, 2000
    Co-Authors: Fawzy Soliman, Keri Spooner
    Abstract:

    The successful implementation of new technologies is dependent on many factors including the efficient management of human resources. Furthermore, recent research indicates that intellectual assets and resources can be utilised much more efficiently and effectively if organisations apply knowledge management techniques for leveraging their human resources and enhancing their personnel management. The human resources departments are well positioned to ensure the success of knowledge management programs, which are directed at capturing, using and re‐using employees’ knowledge. Through human resources management a culture that encourages the free flow of knowledge for meeting organisational goals can be created. The strategic role of the human resources department in identifying strategic and knowledge gaps using knowledge mapping is discussed in this paper. In addition, the drivers and implementation strategies for knowledge management programs are proposed.

Saban Eren - One of the best experts on this subject based on the ideXlab platform.

  • Implementation and comparison of machine learning classifiers for information security risk analysis of a human resources department
    2010 International Conference on Computer Information Systems and Industrial Management Applications CISIM 2010, 2010
    Co-Authors: Mete Eminagaoglu, Saban Eren
    Abstract:

    The aim of this study is threefold. First, a qualitative information security risk survey is implemented in human resources department of a logistics company. Second, a machine learning risk classification and prediction model with proper data set is established from the results obtained in this survey. Third, several classifier algorithms are tested where their training and test performances are compared using error rates, ROC curves, Kappa statistics and F-measures. The results show that some classifier algorithms can be used to estimate specific human based information security risks within acceptable error rates.

  • CISIM - Implementation and comparison of machine learning classifiers for information security risk analysis of a human resources department
    2010 International Conference on Computer Information Systems and Industrial Management Applications (CISIM), 2010
    Co-Authors: Mete Eminagaoglu, Saban Eren
    Abstract:

    The aim of this study is threefold. First, a qualitative information security risk survey is implemented in human resources department of a logistics company. Second, a machine learning risk classification and prediction model with proper data set is established from the results obtained in this survey. Third, several classifier algorithms are tested where their training and test performances are compared using error rates, ROC curves, Kappa statistics and F-measures. The results show that some classifier algorithms can be used to estimate specific human based information security risks within acceptable error rates.

Kerstin Alfes - One of the best experts on this subject based on the ideXlab platform.

  • Work engagement and voluntary absence: The moderating role of job resources
    European Journal of Work and Organizational Psychology, 2014
    Co-Authors: Amanda Shantz, Kerstin Alfes
    Abstract:

    The present study examined the moderating role of job resources, namely, organizational trust, the quality of employees’ relationship with their manager, and the motivating potential of jobs, on the negative relationship between work engagement and voluntary absence. Employee survey results and absence records collected from the human resources department of a construction and consultancy organization in the United Kingdom (n = 325) showed that work engagement was negatively related to voluntary absence, as measured by the Bradford Factor. Furthermore, the results showed that organizational trust and the quality of employees’ relationships with their line managers ameliorated the negative effect of relatively low levels of engagement on voluntary absence. Theoretical and practical implications of the findings are discussed.

  • the hr manager as change agent evidence from the public sector
    Journal of Change Management, 2010
    Co-Authors: Kerstin Alfes, Catherine Truss, Jas Gill
    Abstract:

    Prior studies have suggested that one of the main roles of a strategic human resources department is the management of change. Whilst there have been a considerable number of prescriptive recommendations about how human resources departments should go about this, there has been little empirical research that explores exactly the kinds of roles that human resources departments play in day-to-day practice in managing change programs. Such evidence as there is suggests that rhetoric has moved ahead of reality, with many human resources functions playing a very limited role in managing change. This article reports on the findings of a qualitative study of the role of the human resources function in managing change in two public sector organizations in the UK. It is argued that human resources functional contributions to managing change can be analyzed along two axes which capture the degree of proactivity of the human resources department in managing both the content and the process of change. This gives rise to four potential human resources roles: Change Driver, Responsive, Change Focused and human resources Focused. Two case studies illustrate alternative approaches along these two dimensions. Hence, for human resources departments to play a strategic role in managing change, they need to adopt a proactive approach along both dimensions and not just one. The article builds on prior research into change agency within a planned, functionalist approach to organizational change, and contributes to debates around the management of micro-level change processes. © 2010 Taylor & Francis.

Keri Spooner - One of the best experts on this subject based on the ideXlab platform.

  • strategies for implementing knowledge management role of human resources management
    Journal of Knowledge Management, 2000
    Co-Authors: Fawzy Soliman, Keri Spooner
    Abstract:

    The successful implementation of new technologies is dependent on many factors including the efficient management of human resources. Furthermore, recent research indicates that intellectual assets and resources can be utilised much more efficiently and effectively if organisations apply knowledge management techniques for leveraging their human resources and enhancing their personnel management. The human resources departments are well positioned to ensure the success of knowledge management programs, which are directed at capturing, using and re‐using employees’ knowledge. Through human resources management a culture that encourages the free flow of knowledge for meeting organisational goals can be created. The strategic role of the human resources department in identifying strategic and knowledge gaps using knowledge mapping is discussed in this paper. In addition, the drivers and implementation strategies for knowledge management programs are proposed.

Sarah Slemen - One of the best experts on this subject based on the ideXlab platform.