Vol. 5 No. 1 (2023)

Open Access

Editorial

Article ID: 3471

Brief introduction to Volume 5, Issue 1

by Vitalina Butkaliuk

Human Resources Management and Services, Vol.5, No.1, 2023; 54 Views, 31 PDF Downloads

This issue offers an in-depth examination of several facets of human resource management along with an engaging discourse on a wide range of issues pertaining to human resource management across several sectors, including the healthcare, services, and educational sectors. More specifically, the papers in this issue highlight common and contemporary issues in human resource management and offer solutions. They also elaborate on the impact of numerous elements on different behaviors or performances related to human resource management.

Open Access

Article

Article ID: 3340

Principal leadership styles in improving the quality of education in Lhokseumawe Aceh Indonesia

by Zulfikar Ali Buto Siregar

Human Resources Management and Services, Vol.5, No.1, 2023; 167 Views, 65 PDF Downloads

This article aims to explain the principles of the leadership styles of madrasah heads in enhancing the quality of Islamic education in Lhokseumawe City. It turns out that the leadership of madrasah heads has a significant impact on the functioning of the madrasah leadership. The madrasah head plays a direct role in developing Islamic educational institutions through leadership characteristics, leader types, leader functions, and leader activities during their tenure as madrasah heads. A quantitative research method with a phenomenological approach is considered capable of addressing various issues in the research problem formulation. It simultaneously analyzes data obtained from observations, interviews, and in-depth documentation to find answers to the research problem. The research findings reveal that the leadership styles of madrasah heads can be divided into two categories: democratic leadership style and autocratic leadership style. The first principle of leadership style involves giving responsibilities and authority to all parties, encouraging active involvement in the organization. Members are given opportunities to provide suggestions, recommendations, and criticisms for the progress of the organization. The second principle, the autocratic leadership style, positions a leader as the source of policies.

Open Access

Article

Article ID: 3328

Incentive policies for retention of physicians in the private health sector in Portugal

by Isabel Cristina Panziera Marques, Fernanda Nogueira, João Amorim, Adalberto Campos Fernandes

Human Resources Management and Services, Vol.5, No.1, 2023; 123 Views, 46 PDF Downloads

The high demand for quality healthcare services in Portugal is generating concerns about meeting the optimum number of healthcare professionals in the private sector, such as doctors and clinicians. Critical interventions are currently in progress, aiming to provide quality healthcare that will be accessible and sustainable through actionable retention strategies such as investing and developing human capital, introducing better conditions of service to attract and retain talent in the private healthcare sector, and prioritizing the needs of patients. The objective of this study is to understand which factors promote the migration of physicians from the public to the private sector according to the theoretical assumptions of incentives. In this context, a phenomenological study was carried out, using semi-structured interviews with fifteen physicians working in the private health network. Content analysis was done using NVivo 12. The results indicate that performance evaluation in the private sector exists but has no alignment with incentives. The condition makes the private healthcare sector unattractive, however, other policies of remuneration remain promising. Current proposals that could revive the image of the sector include collective decision-making and strong labour relations advocacy for physicians in the private sector.

Open Access

Article

Article ID: 3344

Relationship between human resource management practices and employee's job performance in selected private Health Care Sector, Selangor, Malaysia

by Nurhafizah Zainal, Nor Nazeranah Omar Din, Chandramalar Munusami

Human Resources Management and Services, Vol.5, No.1, 2023; 352 Views, 189 PDF Downloads

Human resource management practices are crucial, especially in the private healthcare sector. This could be because managing personnel in the healthcare sector is particularly challenging; therefore, meeting every employee's needs is crucial. Recently, the healthcare sector has experienced a scarcity and unbalanced distribution of employees due to job turnover. In addition, employee performance in the private healthcare sector has shown a slight drop due to the dissatisfaction of employees toward human resource practices such as unattractive compensation and rewards packages, bias in performance appraisal, lack of training and development, and many more. Therefore, this study is conducted to examine the impact of human resource practices on employees' job performance. Specifically, there are three main human resource practices observed as factors that contribute to an employee's job performance. The three human resource practices are compensation and benefits, performance appraisal, and training and development. There were four private hospitals operating in Selangor, Malaysia, chosen as a sample for this study. The private hospitals are KPJ Selangor Specialist Hospital, Columbia Asia Hospital Puchong, Assunta Hospital PJ, and Sunway Medical Centre. Out of these four private hospitals, there were about 291 employees working at the front desk: nurses, clinical workers, and administration staff were chosen as respondents in this study. The questionnaires were distributed to the respondents by hand. The data collected was analyzed using SPSS version 29. The findings indicate that employee job performance in Malaysian private hospitals is positively correlated with compensation and benefits. Employees feel motivated by compensation, which encourages them to increase their production and work more efficiently. Additionally, the findings also suggest that performance appraisal and training and development significantly contribute to employee job performance.

Open Access

Article

Article ID: 3359

The impact of organizational strategic trends on individual-based resilience with a digital transformation perspective

by Akın Gökhan Aydın, Elif Baykal

Human Resources Management and Services, Vol.5, No.1, 2023; 525 Views, 105 PDF Downloads

The purpose of this study is to investigate whether the strategic orientations of organizations have an impact on the resilience levels of employees in the digitalized world. The sample for this research is based on the convenience sampling method. In this study, the sub-factors of strategic orientation, namely innovation, technological orientation, customer focus, and competitor focus, are examined, and their potential effects on resilience are analyzed. Our research emphasizes the importance of psychological resilience in organizations that undergo continuous changes due to the impact of digital transformation, as it enhances employee performance and has positive implications for firms. The field study associated with this research was conducted on 316 individuals working in the service sector in the context of Turkey. The data collected for the research were analyzed using SPSS 25 software. The research findings indicate that the components of strategic orientation have an impact on the levels of psychological resilience.

Open Access

Article

Article ID: 3342

Conceptual tools for effective school administration, factors affecting job design

by Tinatin Sabauri

Human Resources Management and Services, Vol.5, No.1, 2023; 118 Views, 42 PDF Downloads

The article focuses on conceptual factors that contribute to the formation of the school as an exemplary educational institution. The questions about effective administration and leadership are answered by analyzing the findings and insights of educational theorists. What are the moral criteria of leadership and the ambiguous and complex decision-making process? How the insights from important work design theories correlate with important conceptual approaches to school management. An important emphasis is placed on diversity and the concept of the school microcosm: how effective administration can increase the self-efficacy of teachers, which in turn always positively affects the academic performance of students. The scientific novelty of the article discusses the views of heads of public schools in Georgia, their subjective experiences, and recommendations, together with the theoretical and conceptual tools of school management. Through the phenomenological analysis conducted with school leaders in Georgia, we will get to know the professional skills and strategies that lead to the strengthening of the school’s pulse and focusing on the so-called “school of the future” model.