OPTIMIZING PERFORMANCE: THE ROLE OF STRATEGIC HUMAN RESOURCE MANAGEMENT IN ENHANCING OPERATIONAL OUTCOMES WITHIN NGO S (original) (raw)

A STUDY ON FACTORS INFLUENCING THE EFFICIENCY OF HUMAN RESOURCES IN SELECTIVE NGOS AFTER IMPLEMENTING SHRM PRACTICES

Granthaalayah Publications and Printers, 2024

The efficiency of human resources inside certain non-governmental organizations (NGOs) is examined in this study as an outcome of Strategic Human Resource Management (SHRM). Through the use of quantitative data analysis on 200 participant responses from different NGOs, this study pinpoints important elements that either support or impede HR efficiency. The study investigates the integration of SHRM strategies such as training, performance management, employee engagement, and leadership development. Findings reveal significant correlations between SHRM practices and improvements in HR performance, adaptability, and satisfaction levels. This research provides a nuanced understanding of SHRM's role in optimizing human resource outcomes, offering valuable insights for NGO leaders to enhance workforce efficiency.

THE ROLE OF HUMAN RESOURCE MANAGEMENT IN THE DEVELOPMENT OF NGOs

2021

Non-governmental organizations are facing a competing demand of providing high-quality services in front of reduced funds. Good management contributes positively to use their resources efficiently. This report centers on the importance of Human resources practices to provide the perception of how HRM relates to organizational performance. The paper investigates how the HR programs and HR practices have the potential, to contribute positively to performance and facilitate organizational effectiveness. It provides further insight into strategic orientations that enhance employee skills and motivation. These are considered significant means for coping with challenges, particularly in challenging economic, political and social environments.

Balancing HR Trichotomy Within the Ngo Sector: Strategic Positioning of Human Resource Function

2020

he role of human resource (HR) has been changing over the years but the speed of change may not have been met by a corresponding understanding of the emerging intricacies and complexities of the HR tasks and responsibilities. For a long time, the HR function has been confined to a dichotomous relationship between advocating for employee rights (employee activist) and aligning the human resources to organizational strategies to ensure achievement of its goals (employer defender). Yet, there is also an increasing emphasis on HR professionals as change champions. These different perspectives have often conflicted with each other especially in the non-profit sector such as nongovernmental organizations (NGOs) where there are competing interests by the donors. HR professionals working in the NGO sector may find juggling responsibilities of being an activist as well as a defender presenting two opposing tensions that can potentially wear down the officers professionally and personally. Fo...

Human Resource Management Challenges Facing Local NGOs

Humanities and Social Sciences, 2014

Partnership with local NGOs has become an important feature in the development sector. Therefore the management of human resources in local NGOs is crucial as it contributes to the performance and sustainability of the organizations. However many local NGOs face diverse challenges in the area of human resource management. Local NGOs have inadequate HR management procedures in the organization and this affects the employee's work experiences and overall performance at individual and organizational level. Many local NGOs due to the size of the organization and scope do not have a human resource (HR) unit or a human resource manager and therefore they appoint staff to oversee staff issues who often do not have the required human resource skills and competencies to manage the employees. Another area that is challenging local NGOs is the fact that many depend on donor funds that are tied to funding cycles that are short term in nature. This affects the NGOs human resource capacity in terms of the number and type of staff to recruit and employment duration. The mentorship of management and board members in human resource management could be one way to improve human resource competence in these organizations. This paper seeks to highlight human resource management challenges local NGOs encounter and the importance of considering HRM as a strategic process that can contribute to sustaining an organization's performance.

The Impact of Human Resource Practices on NGOs Organizational Performance with Mediation of Information Technology Capability in Yemen NGOs

Zenodo (CERN European Organization for Nuclear Research), 2022

Aims and objectives. To examine the degree in which the relationship between human resource management practices and organizational performance improvement are mediated by IT Capability in Yemeni NGOs industry. Background. Non-governmental Organisations are becoming aware that human resources are an important asset that can provide sustained competitive advantages (Batti, 2013). Successful NGOs recognize the significance of the human element on organizational success and emphasize their development, satisfaction, commitment, and motivation to attain desired objectives. Design. This quantitative research study used a correlational design. The aim of this study was to understand the relationship between the variables. Therefore, using other quantitative designs such as descriptive, nonexperimental, or quasi-experimental would be considered inappropriate. Methods. The methodology for this research was quantitative. The purpose of this quantitative correlational study was to determine to what extent a relationship exists between HRM Practices and Organisational Performance Improvement. Three quantitative research instruments measured the variables: HRM Practices, Information Technology Capability (ITC), and Organisational Performance Improvement. The quantitative approach "produces results that can be used to describe or note numerical changes in measurable characteristics of a population of interest; generalize to other similar situations; provide explanations of predictions; and explain causal relationship. Results. The findings of this study show all the variables (Compensation, Recruitment, Training, Employee Participation, Performance Appraisal, and Job Security) predicting Organizational performances are significant. However, most of the relationships with the mediating variable, Information Technology Capability are not supported, except two relationships training (Training> Information Technology Capability) and job security (job Security> Information Technology Capability). Conclusions. The study concludes that most Yemeni NGO employees lack motivation for their Organizational Performance, regardless their job positions such as senior managers/managers and CEOs/Directors. It is a good indication for Yemen's human capital development, which needs to enhance Human Resource Management Practices factors in the critical areas. Implications. The Task Technology Fit theory supported this study and Resource-Based View Theory. Combining these theories helped form the conceptual framework that extended the knowledge on Organisational Performance from the Human Resource Management Practices perspective.

IMPACT OF HUMAN RESOURCES MANAGEMENT PRACTICES ON EMPLOYEE’S PERFORMANCES IN NON-GOVERNMENTAL ORGANIZATION

IAEME PUBLICAITON, 2021

Performance management includes continuous evaluation of employee’s behaviors and performance. This research evaluates the relationship between HRM practices and employee performance in non-governmental organizations. In order to test relationship a sample size of 114 respondents taken from different employees working in nongovernmental organization of Sukkur district through self-administrated questionnaire. Although these organizations have complex nature of hierarchy, but the prime objective of research is to measure the level of relationship among all variables. Correlation and regression analysis results shows that there is significant relationship between HRM practices including career planning, compensation and performance appraisal with employee performance. It concludes that HRM practices are main are for success of any organization so managers must concentrate such HR practices that enhance employee performance as outcome of employees work is essential for success of organization

The Practice of Strategic Human Resource Management in a Developing Country

European Online Journal of Natural and Social Sciences, 2015

Firms are continuously improving their human resource management (HRM) practices in order to achieve sustainable competitive advantage and increase their profitability. These practices include employee involvement, training, empowerment, compensation and rewards, etc. The purpose of this research is to examine the relationship between human resource practices and firm performance. Using companies in Saudi Arabia, this study tests the proposition that HR practices (including training, job design, employee skills, employee attitudes, employee motivation, etc) has an impact on the performance of the different business units in this group.

HUMAN RELATIONS PRINCIPLE AS STRATEGY FOR NON-GOVERNMENTAL ORGANISATION (NGOs) PRODUCTIVITY, GROWTH AND SUSTAINABILITY

3rd International Conference on Recent Advances in Management and Technology , 2021

Effort to ensure organisational productivity, growth and sustainability has been taken serious by employers since industrial revolution in Europe, which continuously witnesses the introduction of plans, principles or initiatives capable of improving the standard of an establishment. This paper examines the application of Human Relations principle as a strategy for organisational productivity, growth and development using documentary analysis. It utilised secondary data to discover that the principle will transform the operations of non-governmental organisations, enhance its possibilities of growth and assures its sustainability. The paper further unveiled the significance of informal relationships, consideration of humans not as machines but relevant manpower in the organisation, as well as value for trust, team work and job satisfaction that human relations advocates for as prerequisites of organisations progress. It therefore concluded that whatever operational system a NGO adopted, Human Relations will boost its progress. Thus, recommended that all NGOs learn and deliberately adopt the art of human relations in dealing with their customers, workers and partners, as well as advocate for the principle for more productivity, growth and sustainability.

HRM and Organizational Performance: Evidence from the Public Service Organization

European Journal of Business and Management, 2016

The relationship between human resources management (HRM) practices and organizational performance has been invigorated by the notion that these practices results in enhanced individual and organizational performance. None the less, the literature on HRM-performance relationship has focused on private sector organizations and there has been very limited research on public service organizations. This article focuses on the relatively understudied public organization. On the basis of a large public-organization-wide survey, the impacts of HRM practices on organisational performance are assessed. This mixed-methods study examines the effects of HRM practices on individual worker attitudes in public organization by reporting the results of a staff survey and follow-up interviews conducted on a cross-section of one of the largest UN agencies. The agency has a quasi-governmental role, delivering essential public services including education, healthcare, social services, and emergency aid....