Table of Contents Annotated bibliography of first article............................................................................................3 Annotated bibliography of second article........................................................................................7 Annotated bibliography of third article.........................................................................................10 Annotated bibliography of fourth article.......................................................................................13 Annotated bibliography of fifth article..........................................................................................16 Reference.......................................................................................................................................19 2|P a g e
Annotated bibliography of first article Full ReferenceKhashman, A. M., & Al-Ryalat, H. (2015). The Impact of Electronic Human Resource Management (E-HRM) Practices on Business PerformanceinJordanian Telecommunications Sector:“The Employees Perspective”.JournalofManagement Research,7(3), 115-129. Outlineof research objectiveand research question The research objective of the study is to UnderstandtheE-HRMprocesses whichcanbeappliedinthe Telecommunication sector understand the electronic processes of recruitment,selection,training, appraisal,communicationand compensation can be fruitful to the particular service sector Detectionandconfirmationofthe time,cost,qualityandflexibility factors’impactinthe telecommunication sector of Jordan. The research questions are What are the Electronic processes that canbeappliedinthe Telecommunication sector? What are the impacts of the Electronic processespractisedin telecommunication sector? HowcantheTelecommunication sector be benefitted by the application 3|P a g e
oftheE-HRMpractices? Outline of methodThe data collection method adopted here in thearticleisPrimary.Itisaquantitative approach with 178 questionnaires sent to the threetelecommunicationcompaniesof Jordon.Amongstthesequestionnaires155 complete and incomplete response came back. 144 responses were complete while 11 were incomplete. Questions were basically divided into two parts. The first part comprised of personalinformationoftherespondents relating to age, gender and experience while thesecondpartincludedthevariablethat impacttheE-HRMpracticesrelatingto company performance. The Cronbach’s Alpha Cronbach(1951) was used subjected to scale reliability procedure of SPSS11.0. Discussion and findingsFour factors were discussed in the findings section.Thosefourfactorswerethetime factor,costfactor,Qualityofserviceand flexibility factor. 6.08% variance have been found with an F value of 13.36 which detects a positive impact on the time factor. The cost factorsuffered8.60%variancewithanF value of 20.47 which again shows a positive impact on cost. The quality of service factor suffered a variance of 5.32% which had an F value of 9.03. Lastlythe flexibilityfactor suffered a 4.78% variance with an F value of 6.76. From all the data collected it is evident 4|P a g e
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that the operational performance can improve through the application of these in the service sectorasthefourfactorshaveapositive impact totally. The administrative burden can be reduced with a huge reduction in cost. This the expectation of the positive effects on the time, cost, flexibility and service factors was confirmed through the data analysis. Summary of ConclusionThe E HRM practices such as E-Recruitment, E-Selection,E-training,E-Performance Appraisal,E-CommunicationandE- Compensationinfluencetheoperational performance of the company by saving time, cost and improving Quality of Service along withflexibilityintheJordanian Telecommunication sector. Again, these can shatterotherprocessesifimproperly performed.TheE-HRMpracticesalso provide authentic information which help the members of the organization to take correct decisions which ultimately results in better performance of the organization. This is an indicationtothepolicymakersofthe JordanianTelecommunicationsectorfor improvement of operational performances. Relevance of studyThisarticleisabsolutelyrelevanttothe empiricalstudyofHRMpracticesinthe telecommunications sector as this indicates the ways through which the company can achieveabetterperformancelevel.The Electronic processes of HRM practices such 5|P a g e
as recruitment, selection, training, appraisal, communicationandcompensationcan improve the performance of the company by saving time and cost and increase the quality of service and flexibility. The data collected through electronic processes are authentic and canbeutilisedbythecompanytotake prominentandappropriatedecisions.HR planning and industrial relation can improve throughtheapplicationofthesemeasures efficiently. And with correct decisions come proficiencywhichcanjustifythe telecommunication service sector. 6|P a g e
Annotated bibliography of second article Full ReferenceSafiullah, A. B. (2015). Employee motivation and its most influential factors: A Study on thetelecommunicationindustryin Bangladesh.World,5(1). Outlineof research objectiveand research question The research objectives were ď‚·To find out the factors that affects the motivation of the employees of the telecommunicationsectorwiththe help of different sources. ď‚·To understand what are the prime and least popular motivational factors for both male and female employees on the telecommunication sector ď‚·Tofindthemeasuresthatcanbe appliedtomotivatetheemployees continuously The research questions were ď‚·Whataretheprimemotivational factors of an employee which effect the organizational performance in the telecommunication sector? ď‚·Which factors are more relevant for motivationofmaleemployeesand female employees? ď‚·Whatmeasurescanbeappliedfor uninterruptedmotivationof employees? Outline of methodPrimary data has been collected through field surveyusingMicrosoftexcel.Statistical 7|P a g e
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measuressuchasfrequency,distribution, percentage table, mean and standard deviation havebeenusedtodescribethevariables. Secondary research has been done to find out the factors that affect the motivation of the employees in the telecommunication sector. There were 3 segments of questionnaires. The firstpartincludedthegenericprofile questionsoftherespondents,secondpart constituted the 8 factors of motivation, the thirdpartcontainedquestionsoncurrent reward and recognition systems. Discussion and findingsEightfactorshavebeenfoundoutwhich extensivelymotivatetheemployees.They are- salary and financial incentives, career growth and development, cooperation among co-workersandsupervisors,formal recognition, flexible timing, challenging task, job security, good work environment. 79.01% respondentshassupportedcareergrowth, followingthatthejobsecurityfactorhas takenaleap,nexttothatisthetask challenges.The top three have been listed and sufficient measures to fight the situations has also been suggested by the researcher suchastraining,Unionbuildingand communication etc. Following factors are co- operationbetweenteammembers,formal recognition, salary and incentive, good work- environment, flex-time respectively. Again it is also found that the factor “challenging task” 8|P a g e
and“co-operationinteam”havevarious valuesinfemaleandmalerespondents. Females find the “cooperation” factor more motivating while “challenging task” acquires high rank for males. Summary of ConclusionThe study was attempted to identify the key factorsofmotivationinthe telecommunication sector. Opportunities for career growth was found to be the popular factorwhileflexibletimewastheleast popular. The employees are also concerned abouttheirjobsecurityduetothe retrenchments of the industry. The study also suggests the industry to start unions which may reduce the job security factor. Again the Maslow’s hierarchy for need does not fit in the system where employees needs are all mixed up unlike the levels of the structure. Relevance of studyThestudyisspecificallyrelevantasit discusses about the motivational factors of the employees in the telecommunication service sector. The facts which are most popular in the survey can give an implication to the telecommunication Service sector on factors tofocusoninordertomotivatethe employees for a better future of the industry. 9|P a g e
Annotated bibliography of third article Full ReferenceRazzaq, S., Aslam, U., Bagh, T., & Saddique, S. (2017).Theimpactof humanresource managementpracticesonemployee commitment:EvidencesfromPakistan TelecomSector.InternationalJournalof Academic Research in Business and Social Sciences,7(7), 649-667 Outlineof research objectiveand research question The research objective of the study is to ď‚·Investigate the relation between the employees commitment and the HRM practicesinthetelecomsectorof Pakistan. ď‚·Find out impacts of HRM practices on commitment of the employees in the telecom sector of Pakistan ď‚·Detect the status of the HRM practices inthetelecommunicationsectorin Pakistan. The research questions are as follows : ď‚·What are the relationships of Career planning and compensation practices andemployeecommitmentinthe telecommunication sector of Pakistan? ď‚·Arethereimpactsonemployee commitmentsfromtheHRM practices? ď‚·WhatarethestatusoftheHRM practices in telecom sector and overall industries of Pakistan? 10|P a g e
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Outline of methodThe methods used in the research is primary research along with a quantitative research, Regression model has been used to find out thevaluesandfiverenownedtelecom companies of Pakistan has been considered in the study. The two HRM practices are taken as Hypothesis and then have been ventured for the study. A descriptive statistics have been discussed with values. Discussion and findingsThetwohypothesisconsideredhavebeen clarified with proper values. The values of betaco-efficientof“Careerplanning practices” have been found out to be 0.57102 and the “compensation practices” have been found out to be 0.335409. This specifically points out that these two factors are highly important for the telecom sector employees. The factors such as the career planning and compensationpracticesofthecompanies, extend the commitment of the employees in thetelecommunicationsectorofthe employees. The employees therefore, perform better and can be retained in the industry. The old employees are an asset to the companies. Likewise, better performance can be achieved if the employees are retained for a longer period in the companies. Summary of ConclusionThe study focusses on the HRM practices in telecommunication system of Pakistan. Two HRM practices such as the career practice, 11|P a g e
planningandcompensationpracticewere detectedontheotherhandtheemployee commitment is detected as the independent variable. Summarising the facts it has been found out that the compensation practice and careerpracticeplanningbothhavehigh positive impacts on employees’ commitment in the telecom sector of Pakistan. Relevance of studyThe study is highly relevant as career practice planning and compensation practice can help thetelecommunicationsectorimproveand performbetterintheindustry.The commitment factors are highly relevant for the study as these retain the employees in ordertoperformbetter.Retentioncan improve the company performance factors as the old employees have a vast knowledge on the activities of the company. 12|P a g e
Annotated bibliography of fourth article Full ReferenceAlnidawy, A. A. B. (2015). The effect of emotionalintelligenceonjobsatisfaction: AppliedstudyintheJordanian telecommunicationsector.International Journal of Business Administration,6(3), 63 Outlineof research objectiveand research question The objective of the study is to ď‚·Consider some hypothetic factors that affect the employee as a whole due to job satisfaction in the telecom service sector of Jordan. ď‚·To understand whether the hypothesis are correct or not with respect to Job satisfaction in the Jordanian telecom sector. The research questions are ď‚·Whatarethehypothesiscriteria considered in the study to find out the impacts of job satisfaction? ď‚·Areemotionalintelligence,well- being,self-controlandemotionality factors related to job satisfaction? ď‚·How the factors are relevant with job satisfaction and what are the outcomes of the calculations performed? Outline of methodTheresearchpaperisacombinationof primary as well as secondary research. The secondary research has been done in order to find out the factors relating to job satisfaction in the telecommunication system of Jordan. 13|P a g e
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Then the first main hypothesis has been done withthehelpofstatisticsandregression analysis. Next to that the sub hypothesis is taken up and done a regression analysis. Discussion and findingsAt first the hypothesis of the fact that there is noemotionalintelligencefactorassociated withJobsatisfaction.Buttheregression values have proved it wrong and have told that there is a significant impact of the job satisfaction on emotional intelligence. In the next part of the analysis the hypothesis was considered to be that there is no effect of well-being, self-control, emotionality factors relating to job satisfaction. But the fact is nullified and it is proved through the data obtained that these factors are directly related with job satisfaction and every employee has an impact on these factors which ultimately improves the performance of the company holistically. Summary of ConclusionThe research has found out the impact of emotional intelligence through some elements of the job satisfaction of the employees in the Jordaniantelecommunicationsectorfurther theresearcherhaspointedoutrelevant recommendations for the industry sector. It has been found out that the job satisfaction hasapositiveimpactontheemotional intelligence in Jordanian telecommunication sector. There is also a positive effect of well- being on job satisfaction in the telecom sector 14|P a g e
of Jordan. There is also a positive effect of self-controlandemotionalityonthejob satisfaction in the Jordanian telecom sector. Relevance of studyThis study is highly relevant as the HRM factorssuchastheemotionalintelligence, well-being, self-control and emotionality on job satisfaction can bring high effects on the telecom industry. The performance increases for everyemployeeifthejobsatisfaction factor is high. The emotional intelligence can act as support and empathy which is positive for the human resource of any company. The well-being boosts the mental situation of the employee resulting to a better performance. Self-control and emotionality balance in the corporate culture is highly essential as this is also a boost factor for the growth of the company in total. 15|P a g e
Annotated bibliography of fifth article Full ReferenceYadav, N. S. (2016). An Impact of Human ResourceDevelopmentPracticeson TechnologicalChangesandWorking Environment of Telecom Sector. Outlineof research objectiveand research question The objectives of the study are to understand the ď‚·Establishmentofthestandard measures of human resource practices, technologicalchangesandwork environment in the telecom sector. ď‚·To detect the impact of technological changesandworkenvironmenton Humanresourcepracticesforthe development of the telecom sector ď‚·Toopennewavenuesforfuture researchers. The research questions are as follows: ď‚·What are the standard measures taken up in the telecom sector to face the technological changes and changes in the work environment? ď‚·What is the impact of technological changesadchangesinthework environment on Human resource for the development of telecom sector? ď‚·What are the ways for future research in the particular industry affecting the changes mentioned above? Outline of methodPrimary research has been performed in the 16|P a g e
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studyhavingqualitativeaswellas quantitative methods. The respondents were contacted personally at their workplaces and interviewed in order to collect the data. 5 telecom companies were used in the survey and200questionnairesweredistributed among which 155 were received back. The data collected were again analysed through reliability, validity, factor analysis, regression analysis and T-test. Reliability was calculated through Cronbach’s Alpha. Discussion and findingsThereliabilityanalysisfoundoutthat technologicalchangesvaluewas0.744 through Cronbach and working environment value was 0.791which readily states that the factorsarehighlyrelated.Thelinear regression between technological changes as independent variable and HRD practices as dependant variable accounted to be 142.96 which indicated that it is “goodness of fit”, on theotherhandworkingenvironmentalso statedalmostthesamewithavalueof 148.279.TheRsquarevaluesof technologicalchangeandworking environmentare55.6%and51.3%which directly stated that the these contribute a lot in the HRD practices for the betterment of the company in the telecom sector. Summary of ConclusionIn the present scenario the changes play a very important role in the Human resource practices. This affects the development of the 17|P a g e
organization. The study gives a view on the encompassedenvironment,influencesof different human resource practices and the impact of the technological changes and the environmental changes in the telecom sector as a whole. This study found out that there is a huge respondents who agree to the fact that the HRD practices related to the technological changes and environmental changes impact the development of the organization by the improvement of the employees. Most of the employees threw a light on the fact that the changes are independent of HRD functions as may be they are new in the sector. Relevance of studyThe study is exclusively relevant to the topic as the HR practices constitute the changes talked in the research study. The companies are willing to take changes positively as they impact the company performances. The two changes talked about are helpful for the study as they are indicate the importance of change in theHRDpracticesandthusdetectthe performance criteria for the organization as a whole. 18|P a g e