Human capital in urban management
B.Kh. Almagharbeh
Abstract
BACKGROUND AND OBJECTIVES: Agile human resource practices have become one of the most important concerns of modern departments because of their role in achieving competitive advantage. The majority of academics believe that in order to implement Agility of human resource practices, many scholars argue ...
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BACKGROUND AND OBJECTIVES: Agile human resource practices have become one of the most important concerns of modern departments because of their role in achieving competitive advantage. The majority of academics believe that in order to implement Agility of human resource practices, many scholars argue that effective implementation of agile HR practices requires trained and motivated personnel. This research aims at clarifying the effect of human resources agility in Organizational Sustainability at Jordanian hotel sector.METHODS: The current study looks at the effect of human resource agility on organizational sustainability. A quantitative approach was used through a questionnaire-based survey. A descriptive analytical strategy was utilized in the study. The study targeted the entire workforce of Jordan's hotel sector, consisting of 21,835 employees across 22 hotels. The study's sample consisted of 410 workers that are employed in the hotel sector in Jordan. Numerous statistical methods, including frequency, percent, mean, standard deviation, Cronbach's alpha, exploratory factor analysis, average variance extracted, and composite reliability, have been employed to meet the aims of this research. Additionally, a structural equation modeling was used to quantify the impact of human resource agility on organizational sustainability.FINDINGS: Findings showed that resilience resilience had a positive influence on social and economic sustainability) Estimate = 0.323 and 0.207; C.R = 3.660 and 2.357; P-value = 0.01 and 0.00(. While environmental sustainability was not significantly impacted by resilience. Additionally, the results showed that adaptability significantly influence all organizational sustainability dimensions, including social, environmental and economic sustainability (Estimate = 0.247, 0.203 and 0.521; C.R = 2.312, 2.698 and 5.296; P-value = 0.021, 0.011 and 0.00(. Additionally, the results showed that proactivity significantly impact on social and environmental sustainability (Estimate = 0.475, 0.319; C.R = 5.085, 3.524; P-value = 0.00, 0.00 (.CONCLUSION: The study suggests that the hotel industry should provide and promote agile human resource practices in order to maintain organizational sustainability and prevent organizational decline. look into and analyze the mediating role of job embeddesness on the relationship between human resource agility and organizational sustainability at other industrial or service fields in Jordan as well as across different nations and various regional boundaries. The study also recommends that scholars explore the mediating role of job embeddedness in the relationship between HR agility and organizational sustainability, both within Jordan and across other countries and regions.
Human capital in urban management
H. Gandomkari; N. Mohamadi; A. Rezghirostami
Abstract
BACKGROUND AND OBJECTIVES: As of present, Green Human Resource Management holds a paramount standing as a crucial business strategy among noteworthy organizations and enterprises, in which Human Resource Department play a vital role. ...
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BACKGROUND AND OBJECTIVES: As of present, Green Human Resource Management holds a paramount standing as a crucial business strategy among noteworthy organizations and enterprises, in which Human Resource Department play a vital role. Taking an affirmative role in adopting sustainable practices within the workplace is paramount towards promoting an eco-friendly Environment. As the most prominent entities within societies, organizations possess the capacity to diminish environmental degradation through their undertakings, thereby constituting one of the avenues towards effecting environmentally conscious human resource management within organizational settings. To enact green human resources management within an enterprise, it is essential to identify and establish the key necessities for realizing such a program in the organization. Aligned with the social obligation that rests with organizational executives, they ought to proffer their aspirations, objectives and obligations towards cultivating an environmentally conscious entity. Such stewardship can ameliorate the potential constraints on future demands for ecological resources. In Iran, the field of green human resource management has received limited attention in the extant literature. Thus, the present investigation aimed to identify and rank the critical prerequisites for effectively implementing green human resources management within an organization. Green human resource management involves the utilization of human resource management principles and practices to facilitate more sustainable and eco-friendly use of organizational resources, as well as the promotion and encouragement of environmentally responsible initiatives. The aim of this study is to enhance the environmental quality through the enhancement of the ecological practices of organizations. This can be achieved by identifying and incorporating environmentally sustainable human resource management strategies in organizational operations. The study has successfully identified and prioritized determinants of effective green human resource management within organizational contexts, through utilization of the Fuzzy Network Analysis Process method.METHODS: The study method is mixed exploratory. The statistical population of this study included 30 experts in the Municipality of Tehran. In this study, the targeted sampling method was used. In this study, based on the research background and expert opinions from the two categories of organizational culture and skills, the influencing factors of green personnel management based on sustainable development were identified and a total of 11 sub-criteria for the main categories were defined. The data collection tool was a questionnaire designed based on the Delphi technique and finally analyzed using the fuzzy method.FINDINGS: The results showed that organizational culture is the main factor in creating green human resources management with an average of 4.58, followed by skills with an average of 4.49.CONCLUSION: Green human resource management refers to activities that involve the development, implementation and ongoing maintenance of a system that leads to the greening of the company's employees. In this context, regular employees should become green employees; So that they can reach the organization's environmental donation and ultimately make a significant contribution to environmental sustainability. By promoting the organizational culture and identified skills, employee participation, aligning environmental programs with the organization's environmental goals, supporting senior management and providing sufficient budgets and resources, it is possible to improve green human resource management in Tehran municipal organization.
Human capital in urban management
N.N. Yuliarmi; N.P. Martini Dewi; S.D. Rustariyuni; A.A.I.N. Marhaeni; G. Andika
Abstract
BACKGROUND AND OBJECTIVES: Small and medium enterprises still exhibit dominant contribution to the economy. Small and medium enterprises manage to absorb greater labor force and to survive the economic crisis. Various efforts to empower small and medium enterprises have been less successful. Financing ...
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BACKGROUND AND OBJECTIVES: Small and medium enterprises still exhibit dominant contribution to the economy. Small and medium enterprises manage to absorb greater labor force and to survive the economic crisis. Various efforts to empower small and medium enterprises have been less successful. Financing constraint, low quality of human resources, and limited marketing competence have been the typical problems of small and medium enterprises that harm small and medium enterprises performance. Despite these problems, SMEs still manage to survive. METHODS: Using the sampling method of stratified random sampling with area strata, this study generates 203 small business units as the sample. The research was conducted by using accidental sampling. The quantitative and qualitative data are from primary and secondary sources. The data was collected by using observation, interview, and in-depth interview. The variables in this research was analyzed by using path analysis. FINDING: Social capital positively affect small and medium enterprises ’ financing as indicated by the significance value of 0.000 (< α= 5%). The stronger social capital of small and medium enterprises implied greater access of external financing sources. Social capital, and small and medium enterprises financing positively affect small and medium enterprises performance with 1% confidence level, and human resources positively affect small and medium enterprises performance with 6% confidence level. The finding shown the stronger social capital and human resources increases SMEs performance. CONCLUSION: The results show that social capital and SMEs’ financing positively affect SMEs’ performance, and human resources positively affect small and medium enterprises performance. The results imply that stronger social capital and human resources increases small and medium enterprises performance. Social capital facilitates access to finance, marketing, production, and information. The results shows that human resources affect SMEs’ performance. Social capital and human resources positively affect small and medium enterprises financing. Similarly, social capital, human resources, and financing positively affect SMEs’ performance.
Human capital in urban management
M. Mamaghaniyeh; M. Sadeghi; S. Amani
Abstract
Human resources play a crucial role in the evolution of the organizations, and huge organizational developments caused by unlimited intellectual capacity of human resources. Therefore, of the priorities of any organization is to preserve these valuable resources. In this regard, an appropriate alternative ...
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Human resources play a crucial role in the evolution of the organizations, and huge organizational developments caused by unlimited intellectual capacity of human resources. Therefore, of the priorities of any organization is to preserve these valuable resources. In this regard, an appropriate alternative is to improve the quality of work life in organizations. To this aim, the quality of work life was investigated among the staff employed in General Department of Human Resources of Municipality of Tehran (the study population was included of 3 types of employments one official and two contractual employments), during 2017- 2019. The research method is descriptive-survey and the data were collected using the Walton work quality of life questionnaire (1973) and a researcher-made questionnaire on demographic characteristics. Data were analyzed using SPSS software and statistical Tests including frequency, mean and standard deviation, and inferential statistical test including one-way T, Pearson correlation and analysis of F variance. The results indicated that the status of quality of work life in the studied area is 3.03 and above mean from the staff point of view. Also, the mean scores of life quality amongst Hadianshahr (one of the tow contractual employments) were lower than official (fixed) staffs and Khadamate Edearie Shahr (one of the two contractual type of employments). In terms of demographic variables, an adverse relationship was observed between quality of work life and age.