Current Issue : January - March Volume : 2021 Issue Number : 1 Articles : 5 Articles
Medical practitioners’ migration to other countries of the world has a considerable effect on the appropriate health care delivery of the affected countries. Funding, training, work overload, capacity building is some of the contemporary issues confronting Nigeria health sector. All these have contributed to migration intention of many Nigerian health professionals to the developed nations. The shortage of medical doctors, nurses and midwives in Nigeria has become worrisome. This study extensively explores the antecedents of employee engagement strategies on migration intention of medical professionals in Nigeria health sector. The review centres on relevant articles from reputable and reliable databases on the subject of employee engagement and migration intention of the medical personnel. It was discovered that the antecedents of medical personnel engagement strategies could be explored to enhance medical professionals' retention in Nigeria for better health care delivery. The study offers a model that can be empirically investigated to determine the extent to which the antecedents of employee engagement influences migration intention of health workers in Nigeria....
Executives and HR managers face many challenges today, such as demographic change, shortage of skilled workers, development of the diversity of the staff, pressure to expect service quality, increase in mental stress, etc. Personnel selection is one of the most critical issues for a company because it is an investment in human capital, which can be a decisive competitive advantage for an organization. For many companies and industries, it is becoming increasingly difficult to find suitable staff, since applicants tend to be interested in large corporations or attractive brands. Furthermore, tasks in our society are becoming increasingly complex and demanding, which means that the requirement profiles are becoming more and more specific. This makes the search and selection of suitable employees more important. Few companies can afford to make wrong decisions in the personnel selection process despite their good economic success. This scientific paper describes and discusses, based on the methodology of a qualitative research via problem-centered interviews as well as a literature review, on the one hand, the mistakes that executives and/or HR managers can make during the personnel selection interviews, on the other hand, what the consequences are and what options exist to avoid these mistakes....
For the last few decades, the relationships between the HRM advancement level and organizational performance results have been studied both theoretically and empirically in many various ways. However, only a few of those studies incorporated the logic and synergy of internal HRM consistency from the Central European (CE) perspective. Hence the main goal of the paper is to determine in what way the coherence of the advancement levels of HRM subfunctions may influence the performance financial results of MNCs headquartered in CE. Consequently, the identification and analysis of the relationships between the advancement levels of HRM subfunctions (independent variables) and the financial performance results of local subsidiaries of MNCs (dependent variable) makes the research problem. The HRM subfunctions covered: employee resourcing, employee retention, engagement & satisfaction, performance appraisal, career development, talent management, competency management, development of leadership, employer branding. The research sample comprised 200 CE headquarters (HQs) of MNCs and their local subsidiaries. The correlational analysis proves that there are some identifiable and statistically significant correlations between dependent and independent variables. The major conclusion is, excluding employer branding, that the higher the advancements level of HRM subfunctions and the stronger the associations between these levels - the better the financial performance results of foreign subsidiaries of MNCs. Additionally, the research findings confirm that the logic of maintaining internal HRM consistency within the high advancement levels of its particular subfunctions may result in their positive synergic impact on the company’s performance....
Human resource management is a major influence on the way employees behave, their attitudes and overall performance. There are core strategies that need to be explored for a company to maximize their influence on the organization’s overall performance. At SAS Institute, a leading provider of analytics software, exemplary human resource management is what the company prides themselves on and is recognized on a national level. This literature- based qualitative paper provides an in-depth assessment and analysis of the SAS’ planning, recruitment, selection, employee development, compensation, performance management and employee relations to reveal what makes the organization supersede many of their competitors in human resource management practices of diversity and inclusion. Additionally, we highlight relevant strategies and the results of our SWOT analysis while further exploring areas for improvement of the institution. Modern managers and human resources professionals can benchmark many of the relevant diversities and inclusion practices in order to remain competitive in their own firms and industries....
In China, new generation employees are those who were born after 1st January 1980, including the post-80s, the post-85s, and the post-90s. Nowadays, new generation employees have been the major driving force in companies. From managers’ point of view, they are unstable, having independence of thought, poor self-discipline, and blind confidence. High turnover rate and blurred value orientation of new generation employees are the biggest blocks of companies’ strategic development, which brings huge challenge to managers. Therefore in this study the aim was to ascertain the effects of work values on job satisfaction, organizational commitment, and turnover intention in a Chinese context. Job satisfaction and work values were employed as determinants of organizational commitment and turnover intention. The mediating effect of job satisfaction and organization commitment on work values and turnover intention was also examined using EQS 6.3 computer program. A total of 463 questionnaires were distributed to employees of different corporations in China. The results indicated that job satisfaction led to greater organizational commitment and lower turnover intention. Participants also indicated that their work values significantly affect normative commitment and turnover intention through job satisfaction....
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