Training and Development, Quality of work life, Human resource Management

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THE EFFECT OF COMMITMENT, TRAINING AND DEVELOPMENT ON THE WORK LIFE QUALITY OF EARLY CHILDHOOD TEACHERS

THE EFFECT OF COMMITMENT, TRAINING AND DEVELOPMENT ON THE WORK LIFE QUALITY OF EARLY CHILDHOOD TEACHERS

This research was motivated by the importance of human resource management in Early Childhood Institutions in achieving Indonesia's national quality standards. A good quality of work life can improve the quality of products and services produced by companies or organizations. Therefore, the quality of work life is an impact on achieving the quality standards of an Early Childhood institution. This study used independent variables namely Commitment (X1), Training and Development (X2), and dependent variable namely Quality of Work Life (Y). Data collection in this study was a questionnaire method distributed to 55 Early Childhood teachers by using purposive sampling. While the analysis was done by processing data using SPSS version 16.0 for windows.The results of regression analysis showed that the commitment variable, the training and development variable have effect on the quality of work life. Based on the results, a coefficient of determination (R2) of 0.290 obtained, which means that the influence of commitment, training and development on the quality of work life is 29%. The remaining of 71% is influenced by other variables.
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The Impact of Human Resource Management and Work Climate on Organizational Performance

The Impact of Human Resource Management and Work Climate on Organizational Performance

A second strand of research has investigated HRM (human resource management) factors as potential antecedents of DMU performance. For instance, Arthur (1994) found that steel mills operating commitment-centred HRM systems have higher productivity, lower scrap rates, and lower employee turnover than those with control-centred HRM systems. Furthermore, Huselid (1995) found that HRM practices such as employee recruitment and selection procedures, compensation and performance management systems, employee involvement, and employee training have a significant impact on employee turnover and productivity, and on short and long term corporate financial performance. Similarly, Huselid, Jackson, & Schuler (1997) showed that HRM effectiveness is associated with increased financial performance as indexed by productivity, cash flow, and market value. Youndt, Snell, Dean, and Lepak, (1996) showed that, particularly in the context of a quality manufacturing strategy, employee productivity is higher in manufacturing plants where the HRM system is focused on enhancing human capital, and similarly, Patterson and West (1998) found significant influences of job design and employee skill development on the productivity and profitability of small and medium sized UK manufacturing companies.
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HUMAN RESOURCE MANAGEMENT PRACTICES & WORK LIFE BALANCE: WOMEN INFORMATION TECHNOLOGY PROFESSIONALS

HUMAN RESOURCE MANAGEMENT PRACTICES & WORK LIFE BALANCE: WOMEN INFORMATION TECHNOLOGY PROFESSIONALS

We invite unpublished novel, original, empirical and high quality research work pertaining to the recent developments & practices in the areas of Com- puter Science & Applications; Commerce; Business; Finance; Marketing; Human Resource Management; General Management; Banking; Economics; Tourism Administration & Management; Education; Law; Library & Information Science; Defence & Strategic Studies; Electronic Science; Corporate Gov- ernance; Industrial Relations; and emerging paradigms in allied subjects like Accounting; Accounting Information Systems; Accounting Theory & Practice; Auditing; Behavioral Accounting; Behavioral Economics; Corporate Finance; Cost Accounting; Econometrics; Economic Development; Economic History; Financial Institutions & Markets; Financial Services; Fiscal Policy; Government & Non Profit Accounting; Industrial Organization; International Economics & Trade; International Finance; Macro Economics; Micro Economics; Rural Economics; Co-operation; Demography: Development Planning; Development Studies; Applied Economics; Development Economics; Business Economics; Monetary Policy; Public Policy Economics; Real Estate; Regional Economics; Political Science; Continuing Education; Labour Welfare; Philosophy; Psychology; Sociology; Tax Accounting; Advertising & Promotion Management; Management Information Systems (MIS); Business Law; Public Responsibility & Ethics; Communication; Direct Marketing; E-Commerce; Global Business; Health Care Administration; Labour Relations & Human Resource Management; Marketing Research; Marketing Theory & Applications; Non-Profit Or- ganizations; Office Administration/Management; Operations Research/Statistics; Organizational Behavior & Theory; Organizational Development; Pro- duction/Operations; International Relations; Human Rights & Duties; Public Administration; Population Studies; Purchasing/Materials Management; Re- tailing; Sales/Selling; Services; Small Business Entrepreneurship; Strategic Management Policy; Technology/Innovation; Tourism & Hospitality; Transpor- tation Distribution; Algorithms; Artificial Intelligence; Compilers & Translation; Computer Aided Design (CAD); Computer Aided Manufacturing; Computer Graphics; Computer Organization & Architecture; Database Structures & Systems; Discrete Structures; Internet; Management Information Systems; Mod- eling & Simulation; Neural Systems/Neural Networks; Numerical Analysis/Scientific Computing; Object Oriented Programming; Operating Systems; Pro- gramming Languages; Robotics; Symbolic & Formal Logic; Web Design and emerging paradigms in allied subjects.
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THE IMPACT OF TOTAL QUALITY MANAGEMENT (TQM) IN HUMAN RESOURCE MANAGEMENT (HRM): A CASE STUDY OF PETROLEUM DEVELOPMENT OMAN

THE IMPACT OF TOTAL QUALITY MANAGEMENT (TQM) IN HUMAN RESOURCE MANAGEMENT (HRM): A CASE STUDY OF PETROLEUM DEVELOPMENT OMAN

Total quality can improve the performance of all employees through the development of the spirit of cooperative work to increase administrative efficiency, through this project, I explained to Total Quality Management course at raising the level of workers in the PDO and how to take all preventive measures to avoid errors before they occur and stimulate excellence and show creativity, training and rewards. The main objective of this study was to monitor depicting employees of Petroleum Development Oman TQM and analysis of the reactions to the extent of their implementation of quality standards and ways to improve performance and efficiency.
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Human Resource Management Techniques and their Relationship to Training and   Development in the Petroleum Industry in the Kingdom of Bahrain

Human Resource Management Techniques and their Relationship to Training and Development in the Petroleum Industry in the Kingdom of Bahrain

direction. The must be responsive to the external business environment. Otherwise, firm could become in effect or most efficient producer in the rules. To remain competitive, established firms must continually seek out opportunities for growth and new methods for strategically renewing their performance in developing a work place. Training is a systematic, planned and ongoing activity whose general purpose is to prepare, develop and integrate human resources in the production process, by providing knowledge, skills and attitudes necessary for the best performance of all workers in their current and future positions and adapt to changing environmental demands. It aimed for improvement of worker t to perform efficiently the functions assigned to him, produce results of quality, provide excellent services to their customers, prevent and resolve early problems potential within the organization. Through training we make the worker’s profile fits profile of knowledge, skills and attitudes required in a job. Gold, (2013) Training should not be confused with the training; the latter involves a transfer of knowledge that makes the individual either for equipment or machinery suitable. Training becomes essential when the worker has had little experience or is hired to run a job that is entirely new. However once workers incorporated into the company, it is obliged to develop in them attitudes and knowledge needed to fulfill their duties. Development, on the other hand, refers to education receiving a person for professional growth in order to enhance the effectiveness in office. It has goals long term and generally seeks to develop attitudes related to a certain philosophy that the company wants to develop. It is primarily oriented towards executives. Gold, (2013) The objective is to enable organizations to distinguish between coaching and motoring in the training and development of Human Resources. In addition, there is an important need to train and develop human resources that leads to improve skills and knowledge. Also, there is a need to have a strategy of employer oriented attract the best caliber and retaining them through policies and tools that make the company more attractive for our professionals
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LIFELONG TRAINING - INTERFACE OF A SUCCESSFUL HUMAN RESOURCE MANAGEMENT IN ROMANIAN ORGANIZATIONS

LIFELONG TRAINING - INTERFACE OF A SUCCESSFUL HUMAN RESOURCE MANAGEMENT IN ROMANIAN ORGANIZATIONS

We consider to be relevant the National Development Plan 2007-2013 which establishes the following objectives with impact on professional training: optimizing the correlation between qualifications, labor market needs and the quality assurance system in the training of adults with the European model, a better development of entrepreneurship education in professional training of adults, providing a sufficient number of professional training programs providers, optimal geographical coverage of the training offer (urban and rural environment), increasing the degree of labor market inclusion of disadvantaged groups. At the level of Romanian lifelong training market, another important program National Strategic Reference Framework 2007-2013 draws directions for Structural and Cohesion Funds programming for our country, linking national development priorities and the ones at European level. One of the main elements of the NSRF aims to develop human resources through intervention measures such as:
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Quality of work life and Human resource Management in Business Process Management (BPM) Companies in India

Quality of work life and Human resource Management in Business Process Management (BPM) Companies in India

Organizational trainings and career development will be helpful to precise the quality of work life Appreciations, and Motivation, are the most important needs. It is important factor of work life status improvement. More recognition in job needs to be appreciated. Employees must be rewarded for his extra work Development and work skills. At the same time lethargic and lazy employees must be penalized. This will be helpful in motivating employees.

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Emphasizing on Quality Education for Human Resource Development in India

Emphasizing on Quality Education for Human Resource Development in India

Employers continually cry for skilled and knowledgeable workers; however, our educational system, because of the new and increasingly complex demands being placed upon it, is not adequately preparing young people to enter the work force. Organizations are simultaneously experiencing increased demands to provide employees at all levels with adequate training, yet corporations continue to take a reactive approach to training their workers. A more preventive approach to the corporate HRD dilemma may enable these organizations to move toward more effective overall management of their human resources. Intervening early in the HRD process through joint efforts with educators will address the short- and long-term needs of both educators and the world of work.
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Use of Case Study Methods in Human Resource Management, Development, and Training Courses: Strategies and Techniques

Use of Case Study Methods in Human Resource Management, Development, and Training Courses: Strategies and Techniques

This is also known as a complex case, the objective of this case type is for students to diagnose the underlying problem based on case data. These issues are not easy to distinguish because they are submerged in a mass of data that includes irrelevant material and external issues used as distractions (external and underlying issues are normally interdependent). This can also be an initial step for cases types in which a final decision is required. A variant of this type of diagnosis case is the in-tray diagnosis in which students are presented a number of documents that might be found in their in-trays. Some background information is provided, but learners are given a limited amount of time to determine and record their actions on each of the documents provided. This type of case study closely approximates real life job functions, and can be adapted to a number of professions. The in-tray case study is very useful for improving analytical skills, promoting creative thinking, and practicing decision-making.
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HUMAN RESOURCE MANAGEMENT

HUMAN RESOURCE MANAGEMENT

family and spiritual development on the other hand. The 50-70 hour work weeks have become common these days (it's simply not sufficient to work, you need to work hard and work smart to get ahead of others) and executives are burning their candle of energies too soon. To deliver results, you are forced to run that extra mile very fast -sacrificing family, kids, relationships, friends, community work, leisure, pleasure and everything that brings meaning, happiness and fulfillment to life. In the case of dual career couples - which is a common phenomenon in 21st century-matters turn very nasty because they are reduced to what is popularly known as 'weekend parents'. Working at odd hours, putting in extra labour without looking at the clock would convert even normal human beings into workaholics-people who suffer from 'hurry sickness', live without friends, who never care for relaxation and never bother to visit parks and museums. Heart ailments, cardiovascular problems, sleep disorders, depression, jumpiness, irritability, insecurity, poor concentration and even nervous breakdowns are common among the victims who are not able to strike a fine balance between work pressures and personal and family issues. A time will come when they lose emotional balance, get irritated over petty issues, indulge in verbal abuse and when stress begins to work on their nerves they begin to destroy their personal lives through excessive smoking, drinking, gambling, etc.
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Productivity and Quality Management through Human Resource Management: A Systematic Review

Productivity and Quality Management through Human Resource Management: A Systematic Review

Glover and Siu (2000) argued that establishment of new factories and machinery was not sufficient in itself to ensure the maintenance of productivity and quality standards. The success and sustainability of productivity and quality management initiatives depends on the contribution, cooperation and commitment of employees and their management (Oliver andWilkinson, 1992; Wilkinson et al., 1998).A case study based research conducted by Glover and Siu (2000) in Chinese context, indicated that productivity and quality management within the companies were hampered by the prevailing with ethic and were hindered by inadequate HRM systems such as poor standards of training, dissatisfaction with the pay and reward management practices, poor communication and no career planning, etc. They also pointed out that context specific and general models of productivity and quality are needed to the successful operation of organizations and to eliminate productivity and quality related problems experienced by the organizations. De Koeijer et al., (2014), argue that HRM is crucial in improving productivity and quality for employers (in terms of organizational performance) as well as employees (in terms of employee well-being-happiness, health and trusting relationships). According to them, enabling HRM (productivity and quality promoting HRM system, policies and practices) is crucial in creating mutual gains for both employers and employees. According to Opatha (2015), “to meet increasing demand of customers an organization needs to improve its productivity”. He also stated that due to increased customer expectations of high quality and increased competition organizations have to improve the quality. In this context, owners or managers are forced to improve their organizations‟ productivity and the quality of products they offer while reducing costs at the same time. “Without employees’ involvement and support it is not possible to achieve success of any effort of improving productivity and quality. Improvement of productivity and quality is dependent upon how employees behave at work” (Opatha, 2015).
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EVALUATION OF HUMAN RESOURCE DEVELOPMENT AND HUMAN RESOURCE MANAGEMENT WITH SPECIAL REFERENCE OF APEX BANK

EVALUATION OF HUMAN RESOURCE DEVELOPMENT AND HUMAN RESOURCE MANAGEMENT WITH SPECIAL REFERENCE OF APEX BANK

job, rather than personally oriented. Training is usually provided to adults and is aimed at producing an improvement in performance at work, by addressing weaknesses in knowledge, skills, or attitudes. It tends to be more practically focussed and can take place in a variety of environments and concerned with the acquisition of knowledge, skills and attitudes.

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ENTREPRENEURSHIP DEVELOPMENT EFFORTS AND THE CHALLENGE OF QUALITY EDUCATION AND HUMAN RESOURCE DEVELOPMENT IN NIGERIA

ENTREPRENEURSHIP DEVELOPMENT EFFORTS AND THE CHALLENGE OF QUALITY EDUCATION AND HUMAN RESOURCE DEVELOPMENT IN NIGERIA

We invite unpublished novel, original, empirical and high quality research work pertaining to the recent developments & practices in the areas of Com- puter Science & Applications; Commerce; Business; Finance; Marketing; Human Resource Management; General Management; Banking; Economics; Tourism Administration & Management; Education; Law; Library & Information Science; Defence & Strategic Studies; Electronic Science; Corporate Gov- ernance; Industrial Relations; and emerging paradigms in allied subjects like Accounting; Accounting Information Systems; Accounting Theory & Practice; Auditing; Behavioral Accounting; Behavioral Economics; Corporate Finance; Cost Accounting; Econometrics; Economic Development; Economic History; Financial Institutions & Markets; Financial Services; Fiscal Policy; Government & Non Profit Accounting; Industrial Organization; International Economics & Trade; International Finance; Macro Economics; Micro Economics; Rural Economics; Co-operation; Demography: Development Planning; Development Studies; Applied Economics; Development Economics; Business Economics; Monetary Policy; Public Policy Economics; Real Estate; Regional Economics; Political Science; Continuing Education; Labour Welfare; Philosophy; Psychology; Sociology; Tax Accounting; Advertising & Promotion Management; Management Information Systems (MIS); Business Law; Public Responsibility & Ethics; Communication; Direct Marketing; E-Commerce; Global Business; Health Care Administration; Labour Relations & Human Resource Management; Marketing Research; Marketing Theory & Applications; Non-Profit Or- ganizations; Office Administration/Management; Operations Research/Statistics; Organizational Behavior & Theory; Organizational Development; Pro- duction/Operations; International Relations; Human Rights & Duties; Public Administration; Population Studies; Purchasing/Materials Management; Re- tailing; Sales/Selling; Services; Small Business Entrepreneurship; Strategic Management Policy; Technology/Innovation; Tourism & Hospitality; Transpor- tation Distribution; Algorithms; Artificial Intelligence; Compilers & Translation; Computer Aided Design (CAD); Computer Aided Manufacturing; Computer Graphics; Computer Organization & Architecture; Database Structures & Systems; Discrete Structures; Internet; Management Information Systems; Mod- eling & Simulation; Neural Systems/Neural Networks; Numerical Analysis/Scientific Computing; Object Oriented Programming; Operating Systems; Pro- gramming Languages; Robotics; Symbolic & Formal Logic; Web Design and emerging paradigms in allied subjects.
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Evolution and development of human resource management – A over view

Evolution and development of human resource management – A over view

In this paper introduce the development of Human Resource Management (HRM) from a historical perspective and explain the debate between HRM and personnel management. Human Resource Management is a process, which consists of four main behavior, explicitly, achievement, progress, inspiration, as well as maintenance of human resources. This is to study the contributes of scientific production in the area of Human Resources Management since HRMPPS can be used not only in relational studies but also as an evaluation instrument by managers who wish to improve their employees’ well beings as well as organizational outcomes. Organizational climate was measured through a set of questionnaire that we developed based on the eight organizational climate dimension proposed by Koys and De Cotiis (1991). Results also suggest that the relationship between strategic HRM practices and organizational performance in the Nigerian insurance industry is moderately influenced by managerial climate. This study was therefore, able to prove the hypothesis future and supply support to the accessible theories. Results show that HRM practices is significantly associated with achieving organizational objectives. It also shows that, improving the quality of work induces certain behaviors in the employee who is a source of competitive advantage for the organization.
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Human Resource Training Evaluation

Human Resource Training Evaluation

Robinson and Robinson (1989) have developed a similar model, dividing training costs into five categories: direct costs, indirect costs, developments costs, overhead costs, and compensation for participants. Direct costs include salaries and benefits for all employees involved in training, including trainees, instructors, consultants, and employees who design the program; program mate- rial and suppliers; equipment or classroom rentals or pur- chases; and travel costs. Indirect costs are not related di- rectly to the design, development, or delivery of the train- ing program. They include general office supplies, facili- ties, equipment, and related expenses; travel and ex- penses not directly billed to one program; training de- partment management and staff salaries not related to any one program; and administrative and staff support sala- ries (Noe, 2005). All these training costs are then com- pared to benefits as measured by improvements in opera- tional indicators, such as job performance, quality, and work attitudes. Benefits are the value that the company gains from the training program.
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Contribution of Training section towards Human Resource Development activities at NTI

Contribution of Training section towards Human Resource Development activities at NTI

Human Resource Development (HRD) for DOTS implementation is well defined in the Revised National Tuberculosis Control Programme (RNTCP) guidelines and standardized training modules are available for all categories of staff involved in TB control activities - medical officers, laboratory technicians, supervisors and DOT providers. With the advent of RNTCP, the new millennium ushered in a review of the training courses conducted at NTI in the year 2002, in a meeting organized in the Institute involving HRD experts from WHO Geneva. During the review, it was decided to restructure the training courses organized at NTI to address the training needs of RNTCP. The aim of RNTCP training programmes is to ensure that medical officers and paramedical staff are equipped with the necessary skills and knowledge required to implement and sustain TB control activities including management of TB-HIV co-infection, drug resistant TB, quality assurance of sputum microscopy, sputum Culture, data Management and forging partnerships with all sectors involved in TB control activities.
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Improving quality of work life through human resource information System

Improving quality of work life through human resource information System

The new derived role of HRIS is improving quality of work life as it covers almost all the aspects of working life of an employee, i.e. from work to stress, safety to security, insurance to benefits and management to maintenance. QWL in the contemporary work environment, focus on opportunities, abilities, individual involvement, self -direction and sense of pride (Serey 2006). Figure 3 exhibits the data of the employees from hid date of joining to the date of exit, which make transparency of his contribution to the organization and organization’s contribution to make better workforce with better environment and work towards the satisfaction.
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The quality of life at work as a strategic factor for the sustainable development of communities in Brazil

The quality of life at work as a strategic factor for the sustainable development of communities in Brazil

reduce social inequality and who may lead poverty to a lower level. The promotion of the quality of life at work is a factor that can contribute to this, since satisfied employees can contribute more effectively to the sustainable development of the company, taking into account the "Triple Botton Line" (Profit - Planet - People). Thus, when sustainable development is generated, the place, region, city or country in which these organizations operate also gains in clean growth. According to Hawken (2010): "Humankind has inherited an accumulation of 3.8 billion years of natural capital. If we continue in these conditions of use and degradation there will not be much left until the end of this century. "Therefore, sustainable development is not a fashion, but a concept that has come to stay and that should be a concern not only of companies, but of all the humanity. Over the years, the urgent need to seek new production alternatives focused on Sustainable Development has been recognized for its importance by governments, companies and society. Researchers from diverse areas have been contributing to the advancement of knowledge in this area and different perspectives on sustainable development are emerging. In our case, the key point of this article is to evaluate the perception of quality of life in the work of commerce in a community in the region of Rio de Janeiro with a focus on people management and the promotion of sustainable development in this region. The population of this region is of some three thousand inhabitants and the community lacks research in this area of sustainability and quality of life at work. What is sought to understand is: 1) The evaluation of the perception of the quality of life at work in community regions can provide transformations at the macro level for the sustainable development of the region. When it comes to sustainable development, we also talk about quality of life and it is interesting to note that both work for social transformation and are forming from these relationships. This article also seeks to call for the formulation of public policies in Brazil that deal with the subject:
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The Role of Electronic Human Resource Management in Contemporary Human Resource Management

The Role of Electronic Human Resource Management in Contemporary Human Resource Management

First of all, the Chinese regulatory context for E-HRM—comprising the national laws that promote and limit various behaviors—has undergone huge changes these years (Dezalay and Garth, 2011) [34]. For instance, in 2008, the introduction of new labor laws produced fears that the improvements designed to protect workers from arbitrary firings will increase costs by raising requirements for severance pay (Chen and Funke, 2009) and add the workload for human resource [35]. Additionally, communist hukou system (the registration of households) has influenced HRM practices. This registration is the legal basis for identification, and an individual cannot acquire a legal permanent residence, benefits or privileges in any place other than the registered birthplace (hu- kou). Corporations have to report hukou data to the authorities (Wang, 2005) [36]. Xue et al. (2005) argue that the most problematic function of E-HRM systems is thus the ability to generate reports that meet both the local government and central government requirements [37].
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Strategic relationships of human capital, strategic human resource management and human resource management

Strategic relationships of human capital, strategic human resource management and human resource management

On the other hand, a loss of organisational memory due to the departure of non- profit employees and volunteers may pose a threat to SSNPOs. Individuals take their talent, skills and tacit knowledge with them when they leave an organisation (Bontis et al., 2000; Grasenick and Low, 2004; Roos et al., 1997). This is particularly true to volunteers because they may leave SSNPOs at a very short notice or sometimes without any notice taking with them their knowledge and skills whereas paid staff are required to give notice (Kong, 2003a). Even though non-profit employees are required to give notice, the level of HC may still decrease if the organisations do not have formal human resource practices and policies capturing the HC that resides in the mind of their organisational members before they depart. It is therefore the interest of human resource managers to develop human resource practices and policies to recruit and retain the best and brightest employees and volunteers as a means of achieving sustained competitive advantage (Bontis et al., 2002).
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