HUMAN RESOURCES MANAGEMENT PRACTICES AND ORGANIZATIONAL EXCELLENCE IN PUBLIC ORGNIZATIONS

Relationship Between Perceived Organizational Politics, Organizational Trust, Human Resource Management Practices and Turnover Intention Among Nigerian Nurses

Prior research has indicated that employee turnover is detrimental to both individuals and organisations. Because a turnover intention in the workplace is detrimental, several factors have been suggested to better understand the reasons why employees may decide to leave their organisations. Some of the organizational-related factors that have been considered by previous research include perceiv...

Strategic Linking Of Human Resources Management And Knowledge Management Practices Amongst MSC Status Companies In Malaysia: Enhancing Organizational Competitiveness

The purpose of this study is to determine whether the relationships exist between (a) HRM practices; (b) KM practices and (c) organizational competitiveness. In addition, this study also researches whether the use of HRM/KM within the firm leads to the creation of organizational competitiveness between organization that practice HRM/KM and those that do not. A survey is conducted amongst MSC st...

IT resources, organizational capabilities, and value creation in public-sector organizations: a public-value management perspective

What value does information technology (IT) create in governments and how does it do so? While business value of IT has been extensively studied in the information systems field, this has not been the case for public value. This is in part due to a lack of theoretical bases for investigating IT value in the public sector. To address this issue, we present a conceptual model on the mechanism by ...

Exploring the Impact of Human Resources Management on Organizational Performance: a Study of Public Sector Organizations

Redesigning Library Human Resources: Integrating Human Resources Management and Organizational Development

The human resources (HR) function within organizations has expanded beyond administrative and operational roles to include more strategic responsibilities. This change is requiring HR practitioners to take on new types of responsibilities in the area of organizational development—responsibilities that include redesigning jobs and work, developing performance management systems, managing change,...