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The Impact Of Hr Managers’ Roles On Implementing Best Hr Practices And Attracting And Retaining Best Employees

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  • Nicoleta Valentina FLOREA

    (Valahia University of Targoviste, Romania)

Abstract

Today’s organizations are facing new challenges, which require them to make effective decisions in order to solve complex issues. These decisions are generally made at higher levels in the organization’s hierarchical structure, where managers maintain power and control to influence organizational goals, including the behaviors and the attitudes of their subordinates. In this article we will show the importance of having effective managers, especially in HR, who can positively influence attracting intellectual capital and acquire knowledge management, by increasing employees motivation, job satisfaction, performance, and organizational commitment, in order to achieve high levels of productivity and efficiency. Also, we will evaluate the HR managers’ roles in order to obtain performance by managing, controlling, evaluating, analyzing, auditing, forecasting, and integrating effectively knowledge management and intellectual capital in organizations. Our study is made in large organizations from Dambovita County, Romania, and it demonstrates that employees need excellent HR managers to obtain the best from them and to face a changing environment.

Suggested Citation

  • Nicoleta Valentina FLOREA, 2014. "The Impact Of Hr Managers’ Roles On Implementing Best Hr Practices And Attracting And Retaining Best Employees," Management and Marketing Journal, University of Craiova, Faculty of Economics and Business Administration, vol. 0(2), pages 190-204, November.
  • Handle: RePEc:aio:manmar:v:xii:y:2014:i:2:p:190-204
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    References listed on IDEAS

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    1. Hassan DARVISH & Ahmad ZARE & Hamid Hosseinzadeh NEKOIE, 2011. "Investigating The Level Of Burnout And Influencing Factors On It Among The Workers: Case Study The Petrochemical Industries National Company," Management and Marketing Journal, University of Craiova, Faculty of Economics and Business Administration, vol. 0(1), pages 89-104, May.
    2. Sohail, Adil & Rehman, Kashif ur & Haq, Shams ul & Iqbal, Jaam Javaid & Razaq, Adeel & Sabir, M. Suleman, 2011. "The impact of diversity training on commitment, career satisfaction and innovation," MPRA Paper 53852, University Library of Munich, Germany.
    3. Uta Wilkens & Daniel Nermerich, 2011. "'Love it, change it, or leave it' – Understanding Highly-skilled Flexible Workers’ Job Satisfaction from a Psychological Contract Perspective," management revue. Socio-economic Studies, Rainer Hampp Verlag, vol. 22(1), pages 65-83.
    4. Balasundaram NIMALATHASAN & Valeriu BRABETE, 2010. "Job Satisfaction And Employees’ Work Performance: A Case Study Of People’S Bank In Jaffna Peninsula, Sri Lanka," Management and Marketing Journal, University of Craiova, Faculty of Economics and Business Administration, vol. 0(S1), pages 43-47, June.
    5. Theodossiou, I. & Zangelidis, A., 2009. "Career prospects and tenure-job satisfaction profiles: Evidence from panel data," Journal of Behavioral and Experimental Economics (formerly The Journal of Socio-Economics), Elsevier, vol. 38(4), pages 648-657, August.
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    More about this item

    Keywords

    intellectual capital; knowledge management; HR managers’ roles; good HR practices; individual and organizational performance;

    JEL classification:

    • M51 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Personnel Economics - - - Firm Employment Decisions; Promotions
    • M54 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Personnel Economics - - - Labor Management

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