Browsing by Subject "Human resource management"

Now showing 1 - 3 of 3
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    It’s not all the same: Implemented and perceived HR practices in the volunteer context
    (Sage, 2021-01-25) Walk, Marlene; Scott, Charity; Littlepage, Laura
    Being strategic and intentional in the management of volunteers is increasingly important to tackle volunteer retention and improve other volunteer outcomes. Drawing on strategic human resource management (SHRM), this inductive study utilizes qualitative data from interviews to explore how volunteers in a large youth organization perceive HR practices of training and recognition. Volunteer accounts are supplemented with focus group data from front-line staff to capture how HR practices are implemented. Findings indicate a disconnect between implemented and perceived HR practices in some, but not all, areas. Inconsistent and unintentional communication was the main driver for negative volunteer perceptions.
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    Missing in Action: Strategic Human Resource Management in German Nonprofits
    (Springer, 2014-08) Walk, Marlene; Schinnenburg, Heike; Handy, Femida
    Human resource (HR) management is important for human service nonprofits because they rely on the quality of their employees for the provision of their services. Using a typology of nonprofit HR architecture developed by Ridder and McCandless (Nonprofit Volunt Sect Q 29(1):124-141, ), we attempt to unpack the black box between performance and HR practices. To this end, we conducted semi-structured interviews with HR managers and young employees to investigate their perceptions of HR practices in their nonprofit organizations. Based on the findings, we extend the research on HR management in nonprofit organizations and caution that success or failure of implementing HR practices may be directly influenced by the external environment. (English)
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    What do talents want? Work expectations in India, China, and Germany
    (Rainer Hampp Verlag, 2013) Walk, Marlene; Schinnenburg, Heike; Handy, Femida
    International talent management becomes increasingly important, because companies compete on a global scale for qualified employees. Finding highly educated talent, however, is difficult, especially in the Asia-Pacific region. This research investigates the work expectations of Chinese (N=404), Indian (N=588), and German (N=257) students, the talent group from which companies hope to recruit their future workforce. Incorporating their specific expectations is essential; if these expectations are not met, decreases in job satisfaction, commitment, and performance are likely. Using factor analytic techniques, we develop a scale that reliably measures students' work expectations. A two-factor structure was established and generality was assessed across countries, age, gender, and study level. Findings show that students from all countries share more similarities than cultural differences might predict. Nevertheless the subtleties provide essential insights for international talent management and call for more targeted recruitment and retention strategies.