Human Resources Management

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Raymond Leduc - One of the best experts on this subject based on the ideXlab platform.

  • the importance of Human Resources Management in health care a global context
    Human Resources for Health, 2006
    Co-Authors: Stefane M Kabene, Carole Orchard, John M Howard, Mark A Soriano, Raymond Leduc
    Abstract:

    Background: This paper addresses the health care system from a global perspective and the importance of Human Resources Management (HRM) in improving overall patient health outcomes and delivery of health care services. Methods: We explored the published literature and collected data through secondary sources. Results: Various key success factors emerge that clearly affect health care practices and Human Resources Management. This paper will reveal how Human Resources Management is essential to any health care system and how it can improve health care models. Challenges in the health care systems in Canada, the United States of America and various developing countries are examined, with suggestions for ways to overcome these problems through the proper implementation of Human Resources Management practices. Comparing and contrasting selected countries allowed a deeper understanding of the practical and crucial role of Human Resources Management in health care. Conclusion: Proper Management of Human Resources is critical in providing a high quality of health care. A refocus on Human Resources Management in health care and more research are needed to develop new policies. Effective Human Resources Management strategies are greatly needed to achieve better outcomes from and access to health care around the world.

  • the importance of Human Resources Management in health care a global context
    Human Resources for Health, 2006
    Co-Authors: Stefane M Kabene, Carole Orchard, John M Howard, Mark A Soriano, Raymond Leduc
    Abstract:

    Background This paper addresses the health care system from a global perspective and the importance of Human Resources Management (HRM) in improving overall patient health outcomes and delivery of health care services.

Gerald R. Ferris - One of the best experts on this subject based on the ideXlab platform.

  • collective assessment of the Human Resources Management field meta analytic needs and theory development prospects for the future
    Human Resource Management Review, 2017
    Co-Authors: Shanna R Daniels, Gang Wang, Diane Lawong, Gerald R. Ferris
    Abstract:

    Abstract The other articles in this special issue of Human Resource Management Review present meta-analyses of specific topic areas, or articles on methodological issues associated with meta-analyses, within the Human Resources Management field. Ours is a bit different in that we do not present actual meta-analytic results, but instead conduct a thorough review of the field in order to identify areas where meta-analyses have not been conducted. Then, we discuss why such analyses have not been provided, suggestions for how we might like to see research proceed in such areas, and also implications for theory development in these areas of the field. We conclude our paper with some additional thoughts on issues to keep in mind as we seek to utilize meta-analysis to its fullest potential, and thus yield the best results possible.

  • theoretical development in the field of Human Resources Management issues and challenges for the future
    2004
    Co-Authors: Gerald R. Ferris, Angela T Hall, M Toddroyle, Joseph J Martocchio
    Abstract:

    The field of Human Resources Management (HRM) has emerged from the conceptual, empirical, and practical intersection of several disciplines including psychology, sociology, economics, and Management/organization sciences. Consequently, theoretical development in the field of HRM has been more piecemeal, and has focused on more middle-range conceptualizations, driven by theory in these core disciplines. To the extent that serious efforts have been made to develop a grand theory of HRM, such efforts have never drawn much attention. This has been partially due to the efforts made, and partly due to a belief by some HRM scholars that it is simply not possible to develop a grand theory of HRM that would fit, service, or be applicable for the entire field; a position with which we concur. However, we do think that conceptual efforts directed at the development of integrative frameworks can prove useful for guiding theory and research in the field. This article provides a working multilevel framework to guide HRM research based on the consensus opinions of recent scholars. Also, we provide a brief historical sketch of important developments in the evolution of HRM as an area of scientific inquiry, and we identify key issues and challenges for the future. Theory-driven empirical research is the foundation of the organizational sciences, with particular reference here to Human Resources Management. HRM, as it is here defined, is both the science and practice that encompasses both the employer/employee relationship as well as its relevant actions, decisions, and issues. In practice, it involves an organization's acquisition, development, utilization, and appraisal of employee performance (Ferris, Bamum, Rosen, Holleran, & Dulebohn, 1995). It is quite natural for areas of scientific inquiry to periodically take stock of their knowledge base, and assess the strengths, limitations, contributions, and deficiencies of their theoretical and methodolog

  • Human Resources Management some new directions
    Journal of Management, 1999
    Co-Authors: Gerald R. Ferris, Wayne A Hochwarter, Ronald M Buckley, Gloria Harrellcook, Dwight D Frink
    Abstract:

    The theory, research, and practice of Human Resource Management (HRM) has evolved considerably over the past century, and experienced a major transformation in form and function primarily within the past two decades. Driven by a number of significant internal and external environmental forces, HRM has progressed from a largely maintenance function, with little if any bottom line impact, to what many scholars and practitioners today regard as the source of sustained competitive advantage for organizations operating in a global economy. In this 25th anniversary Yearly Review issue, we conduct a less comprehensive and more focused review of the field of HRM. In doing so, we attempt to articulate some key concepts and issues that can be productively integrated with HRM to provide some interesting and important directions for future work, and consider ways to bridge the gap between the science and practice of HRM.

  • Strategy and Human Resources Management
    Industrial and Labor Relations Review, 1992
    Co-Authors: John E. Butler, Gerald R. Ferris, Nancy K. Napier
    Abstract:

    Introduction. Human Resources Management: moving toward a paradigm and obtaining advantage. Expanding the strategy-making concept. A profit generation theory of strategic Human resource Management. Human Resources and the anatomy of strategic planning. Strategic staffing. Strategic implications of the performance evaluation process. Strategic reward systems. Strategic Human Resources development. Strategic industrial relations. Entrepreneurial links. International Human resouces Management. Planning for and managing mergers and acquisitions. Conclusions and planning for the future. References. Appendix.

  • personnel Human Resources Management a political influence perspective
    Journal of Management, 1991
    Co-Authors: Gerald R. Ferris, Timothy A Judge
    Abstract:

    It was suggested over 10 years ago that new and different perspectives should be applied to the Personnel/Human Resources Management (P/HRM)field in an effort to promote theory and research and expand our understanding of the dynamics underlying P/HRM processes. This article tries to address this suggestion in three ways. First, it proposes a political influence perspective as an alternative way to view P/HRM decisions and actions. Second, it reviews research investigating political influence in key P/HRM areas. Third, it examines the strengths and limitations of the political influence perspective relative to other perspectives.

Stefane M Kabene - One of the best experts on this subject based on the ideXlab platform.

  • the importance of Human Resources Management in health care a global context
    Human Resources for Health, 2006
    Co-Authors: Stefane M Kabene, Carole Orchard, John M Howard, Mark A Soriano, Raymond Leduc
    Abstract:

    Background: This paper addresses the health care system from a global perspective and the importance of Human Resources Management (HRM) in improving overall patient health outcomes and delivery of health care services. Methods: We explored the published literature and collected data through secondary sources. Results: Various key success factors emerge that clearly affect health care practices and Human Resources Management. This paper will reveal how Human Resources Management is essential to any health care system and how it can improve health care models. Challenges in the health care systems in Canada, the United States of America and various developing countries are examined, with suggestions for ways to overcome these problems through the proper implementation of Human Resources Management practices. Comparing and contrasting selected countries allowed a deeper understanding of the practical and crucial role of Human Resources Management in health care. Conclusion: Proper Management of Human Resources is critical in providing a high quality of health care. A refocus on Human Resources Management in health care and more research are needed to develop new policies. Effective Human Resources Management strategies are greatly needed to achieve better outcomes from and access to health care around the world.

  • the importance of Human Resources Management in health care a global context
    Human Resources for Health, 2006
    Co-Authors: Stefane M Kabene, Carole Orchard, John M Howard, Mark A Soriano, Raymond Leduc
    Abstract:

    Background This paper addresses the health care system from a global perspective and the importance of Human Resources Management (HRM) in improving overall patient health outcomes and delivery of health care services.

Frank Dobbin - One of the best experts on this subject based on the ideXlab platform.

  • the strength of a weak state the rights revolution and the rise of Human Resources Management divisions
    American Journal of Sociology, 1998
    Co-Authors: Frank Dobbin, John R Sutton
    Abstract:

    Since the passage of the Civil Rights Act of 1964, federal policy has revolutionized employment rights. Equal employment opportunity law, occupational safety and health legislation, and fringe benefits regulation were designed to create employee rights to equal protection, to health and safety, and to the benefits employers promise. In event‐history analyses of data from 279 organizations, this research finds that these legal changes stimulated organizations to create personnel, antidiscrimination, safety, and benefits departments to manage compliance. Yet as institutionalization proceeded, middle managers came to disassociate these new offices from policy and to justify them in purely economic terms, as part of the new Human Resources Management paradigm. This pattern is typical in the United States, where the Constitution symbolizes government rule of industry as illegitimate. It may help to explain the long absence of a theory of the state in organizational analysis and to explain a conundrum noted by ...

  • the strength of a weak state the rights revolution and the rise of Human Resources Management divisions
    American Journal of Sociology, 1998
    Co-Authors: Frank Dobbin, John Sutton
    Abstract:

    Since the passage of the Civil Rights Act of 1964, federal policy has revolutionized employment rights. Equal employment opportunity law, occupational safety and health legislation, and fringe benefits regulation were designed to create employee rights to equal protection, to health and safety, and to the benefits employers promise. In event-history analyses of data from 279 organizations, this research finds that these legal changes stimulated organizations to create personnel, antidiscrimination, safety, and benefits departments to manage compliance. Yet as institutionalization proceeded, middle managers came to disassociate these new offices from policy and to justify them in purely economic terms, as part of the new Human Resources Management paradigm. This pattern is typical in the United States, where the Constitution symbolizes government rule of industry as illegitimate. It may help to explain the long absence of a theory of the state in organizational analysis and to explain a conundrum noted by state theorists: the federal state is administratively weak but normatively strong.

Nancy K. Napier - One of the best experts on this subject based on the ideXlab platform.

  • Strategy and Human Resources Management
    Industrial and Labor Relations Review, 1992
    Co-Authors: John E. Butler, Gerald R. Ferris, Nancy K. Napier
    Abstract:

    Introduction. Human Resources Management: moving toward a paradigm and obtaining advantage. Expanding the strategy-making concept. A profit generation theory of strategic Human resource Management. Human Resources and the anatomy of strategic planning. Strategic staffing. Strategic implications of the performance evaluation process. Strategic reward systems. Strategic Human Resources development. Strategic industrial relations. Entrepreneurial links. International Human resouces Management. Planning for and managing mergers and acquisitions. Conclusions and planning for the future. References. Appendix.