HANDLING GREAT HUMAN RESOURCE FOR GOOD AND GREAT SURROUNDING
##plugins.themes.EpsilonTheme.article.main##
Emmywati*
Teguh Purnomo
Abid Fareed
Human resources are undeniably one of the most critical assets for any organization. They are the backbone, the driving force behind success. These individuals possess a unique set of positive character traits that make them invaluable. Their presence within an organization paves the way for positive transformations and growth. In this paper, we aim to foster a more constructive and optimistic perspective among certain individuals within the human resources sector. It is crucial to address any tendencies of considering oneself more significant than others. This shift in perspective is vital for achieving the collective objectives of community organizations. When individuals adopt an egocentric viewpoint, it hampers the overall working culture within social organizations. It creates barriers and impedes progress in the long run. Therefore, it becomes imperative for community organization management to invest in training and empowerment initiatives for their human resources. By doing so, they ensure that their most valuable asset is equipped with the necessary skills and mindset to thrive.
Alkahtani, A. H., Abu-Jarad, I., Sulaiman, M., & Nikbin, D. (2011). The impact of personality and leadership styles on leading change capability of Malaysian managers. Australian Journal of Business and Management Research.
Azhar, S., & Batool, S. M. (2004). Education and the HR Challenge. Human Resource Development Network, 3–5.
Barlow, C. B., Jordan, M., & Hendrix, W. H. (2003). Character assessment: An examination of leadership levels. Journal of Business and Psychology, 17, 563–584.
Bresnahan, T. F., Brynjolfsson, E., & Hitt, L. M. (2002). Information technology, workplace organization, and the demand for skilled labor: Firm-level evidence. The Quarterly Journal of Economics, 117(1), 339–376.
Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2). https://doi.org/10.1016/j.obhdp.2005.03.002
Bush, T. (2019). Distributed leadership and bureaucracy: Changing fashions in educational leadership. In Educational Management Administration & Leadership (Vol. 47, Issue 1, pp. 3–4). SAGE Publications Sage UK: London, England.
Clarke, N. (2013). Model of complexity leadership development. Human Resource Development International, 16(2), 135–150.
Colvin, G. (2003). Corporate crooks are not all created equal. In Fortune (Vol. 148, Issue 9, p. 64). Time Inc Time & Life Building Rockefeller Center, New York, NY 10020-1393 USA.
Conger, J. A., & Kanungo, R. N. (1998). Charismatic leadership in organizations. Sage Publications.
Connolly, M., James, C., & Fertig, M. (2019). The difference between educational management and educational leadership and the importance of educational responsibility. Educational Management Administration & Leadership, 47(4), 504–519.
Coppel, J. (2006). Human Resource Development Policy, OECD, Background Document, Policy framework for investment, p.185.
Elizondo, E. S. (2016). Morality is its own Reward. Kantian Review, 21(3), 343–365.
Garavan, T. N., O’Donnell, D., McGuire, D., & Watson, S. (2007). Exploring perspectives on human resource development: An introduction. In Advances in Developing Human Resources (Vol. 9, Issue 1, pp. 3–10). Sage Publications Sage CA: Thousand Oaks, CA.
Kotter, J. P. (2001). What leaders really do? Boston, MA: Harvard Business School.
Lindenberg, S., Steg, L., Milovanovic, M., & Schipper, A. (2018). Moral hypocrisy and the hedonic shift: A goal-framing approach. Rationality and Society, 30(4), 393–419.
Littrell, R. F. (2002). Desirable leadership behaviours of multi‐cultural managers in China. Journal of Management Development, 21(1), 5–74.
Matthes, K. (1992). Empowerment: Fact or fiction. HR Focus, 69(3), 1–6.
McLean, G. N., & McLean, L. (2001). If we can’t define HRD in one country, how can we define it in an international context? Human Resource Development International, 4(3), 313–326.
Milkovich, G. T., & Boudreau, J. W. (1988). Personnel/human resource management: A diagnostic approach. (No Title).
Monin, B., & Merritt, A. (2012). Moral hypocrisy, moral inconsistency, and the struggle for moral integrity.
Samad, S. (2007). Social structure characteristics and psychological empowerment: Exploring the effects of openness personality. Journal of American Academy of Business, 12(1), 70–72.
Seijts, G., Byrne, A., Crossan, M. M., & Gandz, J. (2019). Leader character in board governance. Journal of Management and Governance, 23, 227–258.
Spreitzer, G. M., De Janasz, S. C., & Quinn, R. E. (1999). Empowered to lead: The role of psychological empowerment in leadership. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 20(4), 511–526.
Terpstra, D. E., & Rozell, E. J. (1993). The relationship of staffing practices to organizational level measures of performance. Personnel Psychology, 46(1), 27–48.
Thomas, K. W., & Velthouse, B. A. (1990). Cognitive elements of empowerment: An “interpretive” model of intrinsic task motivation. Academy of Management Review, 15(4), 666–681.
Virmani, A. (2002). A new development paradigm: Employment, entitlement and empowerment. Global Business Review, 3(2), 225–245.
Wilkinson, A. (1998). Empowerment: theory and practice. Personnel Review, 27(1), 40–56.
