• The Journal of Asian Finance, Economics and Business
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• v.8 no.4
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• pp.1003-1012
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• 2021

This study aims to identify the relationship between human resource management practices, work engagement, and proactive behavior of health workers in Gia Lai Province in Vietnam. Based on theoretical frameworks of human resource management, work engagement, and proactive behavior, this study developed a research model and tested its relationship between human resource management practices, work engagement, and the proactive behavior of healthcare workers in Gia Lai Province. This research has used a mixed research method with qualitative and quantitative research. The quantitative research was conducted by survey with 232 health workers. The hypotheses were tested by using structural equation modeling (SEM). The findings showed that human resource management practices have a positive and significant influence on proactive behavior, which directly influences healthcare workers' work engagement. Besides, work engagement plays a role in mediating the influence of human resource management practices on proactive behavior. This research implies that health care organizations should pay more attention to human resource management practices to improve work engagement that assists in increasing employee proactive behavior. Efficient human resource management practices help boost work engagement and, initiality, improve the quality of health care services and minimize errors in treatments.

• Knowledge Management Research
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• v.11 no.2
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• pp.57-73
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• 2010

This research investigated the effect of human resource practices on knowledge sharing. We developed and tested a mediation model of how human resource practices affect shared vision and codes which facilitates knowledge sharing. A field study of the R&D centers in knowledge-intensive industries showed that commitment-based human resource management systems were positively related to shared vision and codes and knowledge sharing, and the relationship between HR practices and knowledge sharing was fully mediated through shared vision and codes. This study contributed to the extant literature pertaining to the antecedents of knowledge sharing through focusing on the role of HR practices and shared vision and codes.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.7
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• pp.129-137
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• 2021

This paper aims to analyze whether company characteristics are potential determinants of human resource accounting (HRA) disclosure practices by Vietnamese listed companies. It examines the human resource disclosure level of 204 companies by content analysis of these companies' annual reports. The study has relied on a multiple linear regression to test the association between a number of corporate attributes and the extent of human resource disclosure in companies' annual reports. The extent of human resource disclosure was measured using unweighted human resource disclosure index. The explanatory variables considered in this study were firm size, firm age, profitability, leverage, industry profile, and auditor type. The results revealed that the most influential variable for explaining firms' variation in human resource disclosure is firm size followed by firm age and profitability. Thus, it can be concluded that firm size, firm age and profitability are major predictors that may affect the variety of HRA disclosure practices on firms listed in the Vietnam Stock Exchange. However, neither industry profile nor auditor type seems to explain differences in human resource disclosure practices between Vietnamese listed firms, indicating that company's industry profile and auditor type are not a matter for the company to disclose HRA information.

• The Journal of the Korea Contents Association
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• v.8 no.12
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• pp.404-413
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• 2008

The ultimate goal of human resource management is to improve the organization's performance. This study explored how human resource management practices such as recruitment and selection, training and development, compensation and benefits, and performance appraisal affect the organizational commitment of Korean hotel restaurants. The results of this study shows that recruitment and selection, training and development have influence on affective organizational commitment, while compensation and benefits, and performance appraisal have impact on continuance organizational commitment. These findings have significant implications in presenting a new directions for human resource management in the operation of hotel restaurant business.

• The Journal of the Convergence on Culture Technology
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• v.8 no.2
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• pp.23-28
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• 2022

This paper analyzed the influence of employment, human resource development, and labor practices on the corporate performance. Data were collected from the Korea Labor Institute's workplace panel survey(WPS) from 2017, and the analysis used 2,868 companies. This study employed operating profit as a corporate performance. Employment included open recruitment of new employees, evaluation of NCS job competency, and implementation of core human resources acquisition program. Human resource development consisted of incumbent training, job competency improvement evaluation, management program for low performer, emoloyee's career plan, and HRD using job analysis. Labor practices included guarantees for parental leave, guarantees for maternity leave, and support for childcare facilities. The analysis method used binominal logistic regression analysis for two groups of operating profit surplus and deficit companies. As a result of the analysis, it was possible to confirm the influence of employment, human resource development, and labor practices on performance. And the implications of employment, human resource development, and labor practices to improve corporate performance were discussed.

• Journal of Information Technology Applications and Management
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• v.27 no.6
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• pp.75-87
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• 2020

The Human Resource (HR) system comprises of various interrelated HR practices that forms the bundles. These bundles of Human Resource practices impact the organizational performance. The hard and soft HR bundles are the two sets of the same continuum that describes the strategic approach of the HR system. The purpose of this study is to identify the hard and soft HRM practices from the literature and then empirically test them with the help of factor analysis. The study is conducted on the service industry employees in India. The survey includes the employees from the middle and top-level executives of the service firms. The sample size for the study is 160. Principal component analysis with VARIMAX rotation and Confirmatory Factor Analysis was used to obtain the results. The data analysis was done on SPSS V.20 and AMOS V.22. The results provide knowledge of the HR practices under the hard and soft HRM bundles implemented in the service industry.

• Korea Journal of Hospital Management
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• v.9 no.1
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• pp.95-114
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• 2004

The purpose of this study was to identify the relationship between organizational culture based on the competing values approach, human resource management practices and organizational performance at a hospital. Participants were 138 employee in a general hospital. Data were collected during May, 2003 using four structured instruments. The data were analyzed using Chi-square test, One-way ANOVA, $scheff{\acute{e}}$ test and Cluster analysis. Three clusters were derived from cluster analysis. The first cluster consisted of cultures which were mixed developmental, consensual, hierarchial and rational culture equivalently. The second cluster consisted of the weak cultures, which was lower score than other clusters. The third cluster consisted of strong comprehensive cultures, which had higher score than other clusters. In the three clusters, hierarchial and rational culture were superior. The difference between human resource management practices and organizational commitment in organizational performance according to organizational culture clusters was found to be statistically significant. The cluster which had strong comprehensive cultures, in contrast to other clusters, more significantly affects on human resource management practices and organizational commitment. However, the strength of organizational culture does not have a significant effect on customer oriented service performance in organizational performance. These results showed that types of organizational culture were significantly related to human resource management practices and organizational commitment, and understanding the existing culture is essential to develop the organization of hospitals.

• The Journal of Asian Finance, Economics and Business
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• v.8 no.7
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• pp.357-364
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• 2021

This study examines the role of effective human resource practices and work-life balance in various organizations and their relationship with employee engagement. The data for this study were obtained from 723 employees from various industries in Java. The result suggests that human resource practice alone did not influence employee engagement. However the human resource policy helps develop a sense of WLB for an employee, which in the long run will affect the level of engagement. Thus, work-life balance enables the relationship between employees and their workplace. This study also encompasses current literature regarding huan resource policies in understanding employee engagement through work-life balance. This study provides exploratory findings regarding HR function practices, WLB, and employee involvement in service organizations. It proved that participants from four organizations reported very positive impressions about HR practices and they were also very involved in their work and organization. While their balance still needs to be improved, this may imply that the participants are not happy with their work lives. The main finding of this study is that WLB plays a mediating role in the relationship between HR practices and employee engagement. This means that organizations need to find ways to help employees achieve a better WLB.

• Asian Journal of Business Environment
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• v.9 no.1
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• pp.5-12
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• 2019

Purpose - This study aims to explore and describe human resource management (HRM) in Nepalese organizations. Specifically, this study addresses three research questions: (a) what are the key human resource (HR) practices in Nepalese organizations?; (b) what are the major tasks and roles of HR departments in Nepalese organizations?; and (c) how is the status of the HR function expected to change within Nepalese organizations? Research design, data, and methodology - For this purpose, we implemented the Delphi method and developed an informed consensus among selected experts concerning the research questions. Results - The findings illustrate that organizations in Nepal adopt a wide range of HR practices commonly used in Western and developed countries. Simultaneously, some HR practices specific to the Nepalese context are also discovered. The experts' consensus on the future of HRM confirms that the evolution of the HR function to a strategic partner of management is evident in Nepalese organizations. Conclusions - Domestic as well as foreign organizations in Nepal try to create HRM systems that place them on a par with global companies. At the same time, they incorporate cultural features specific to Nepal to compete effectively in local markets. While there are few empirical studies describing HR practices in Nepal, this study contributes to broadening our understanding of the current and future status of HRM in Nepal.

• Journal of Information Technology Applications and Management
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• v.17 no.2
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• pp.47-69
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• 2010

Small and Medium Enterprises(SMEs) represent quite a large proportion of the Information Technology (IT) industry as a whole in terms of the sales revenue and the number of employees. And their role has been constantly growing. However, they have suffered from the shortage and turnover of skilled IT personnel. Under the background, this study focuses on how to effectively retain IT personnel in SMEs. Job embeddedness is the newly emerging concept in the turnover research. It is known that job embeddedness predicts turnover better than the traditional attitude variables such as job satisfaction and it can be developed by human resource practices. So, this study empirically investigates the relationship among human resource practices, job embeddedness and turnover intention. The survey results of 193 IT personnel reveal that compensation, technical competency development, recognition and work-life balance practice have statistically significant effects on job embeddedness, and that job embeddedness has a negative influence on turnover intention of IT personnel. Based on these results, the implications for managing turnover issues in IT SMEs are suggested.