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(Economics and Management)
My PhD freelance Research
Pursuing a freelance PhD degree is a responsibility I owe to myself as well
as a commitment I have to others. I refer to it as a responsibility
because I have a proactive outlook on life, which makes me actively seek
and go after the things that I want to accomplish in life. I refer to
it as a commitment because I want to be an example to others of the
attainments and contribution to society that women can make.
My first introduction to human resource management came as a result
of my studies in the University of East Anglia, England, UK. It was as a result of this encounter that I was able
to get detailed understanding of the roles played by human resource in
tackling education human issues and consequently in organizational success.
In light of this, I have decided to do a freelance PhD program in Human Resource Management and Education because I am interested in the role it plays in achieving education organizations goals and objectives, key among them being hiring and training the best employees, and dealing with performance issues.
I am a graduate of East Anglia University, England, UK. University. This University provided me with a strong foundation as well as fortified me with good communications skills, personal communications as well as organizational communications skills, bearing in mind that the importance of proper communication in the business environment cannot be over-emphasized. In the same vein, professionals of communication recognize the importance of good business practices.
My career goal is to work in a leading organization that places priority on professionalism and lead such organization towards attainment of set goals by making use of knowledge garnered as well as experience. Ten years from now I see myself as a human resource consultant, providing professional advice so that others can make the best decisions.
I believe a PhD degree in Human Resource Management is all I need to make this dream come true. It fits the profile of this goal.
Perhaps, some of my greatest attributes is that I am smart, hardworking, and inquisitive. I am always willing to learn and I appreciate every opportunity to learn new things or old ones differently. I am sensitive and genuinely interested in others, which makes me confident that HRM in education is the path I want to tread. Human resources are vital to any organization: without people the organization would not function.
I chose this university because of its great reputation, its renowned academic excellence, and good industry links as well as flexible postgraduate schemes. I look forward to being a part of a renowned institution as your institution. I firmly believe that the right education in the right school will open doors of advancement in my chosen field of study.
Chapter : 2
The three themes about the impact of human resource management are educational quality and student outcomes, organizational performance and efficiency, and innovation and adaptation.
Girgis Abdoh
The Ministry of education in Egypt.
School of education, Life-long learning, The University of East Anglia , Norwich, Norfolk, East Anglia, England, UK.
Biography:
Since joining the University of East Anglia, England, Girgis has been involved with studies related to Economics and Management, (HRM in Egypt)) related to challenges and strategies his country. Before joining the UEA University, Girgis worked at a Research company. Since 2005, He worked as a senior curriculum supervisor of English.
Contact Information
:
Ministry of Education, Egypt.
Freelance research
Church street,
Kolosna,
Samalout,
Minya,
Egypt.
Tel: +201149789475
girgishanna027@gmail.comEmai
:
Twitter : https://x.com/HannaAbdohNo 10, Abbots Road
https://www.linkedin.com/in/girgis-hanna-haroun-abdoh-063b23265/
LinkedIn: https://www.linkedin.com/in/paul LinkedIn:
Category: Oral Presentation
Presenter Category: (Students))
Girgis Hanna Haroun Abdoh Name for the Certificate:
Workforce should have soft skills in addition to hard skills for companies to be stronger and more competitive in today's business environment (Ibrahim et al., 2017).
Therefore, workers need training and education in line with market needs and technological development (Abdel-Malek, 1987; Chen & Klimoski, 2007; Liu & Wall, 2005). Additionally, workers need training in business ethics to improve their integrity at work (Wells & Schminke, 2001).
- Egypt's HRM research is underdeveloped despite its large population and numerous organizations.
- Most Egyptian academics lack training in HRM research methodologies, limiting output.
- Cultural influences shape HRM practices in Egypt, emphasizing implicit job descriptions and seniority-based compensation.
- Egypt's economy faces high unemployment, particularly among educated youth, necessitating improved HRM.
- This special issue aims to promote HRM studies in Egypt to a broader international audience.
Definition:
Human Resource Management (HRM) is the strategic approach to the effective management of people in an organization so that they help the business gain a competitive advantage. It is designed to maximize employee performance in service of an employer's strategic objectives.
Human resource management (HRM) is a critical function in organizations that focuses on managing people so that a business's operations run smoothly. HRM includes overseeing HR processes, such as recruitment, employee training, talent management, and strategic planning, to drive employee engagement, productivity, and satisfaction.
HR professionals work closely with employees and business leaders to align HR strategies with company objectives, creating company culture and enhancing organizational performance.
HRM
in education refers to the strategic approach to the effective
management of teachers, administrative staff, and other personnel
involved in educational institutions. It focuses on recruiting,
developing, motivating, and retaining quality staff to ensure the smooth
functioning of educational organizations.
(HRM) and the teachings of Jesus :
The Christtintersect of HRM is seen through principles of servant leadership, ethical treatment of employees, and stewardship, as seen in faith-driven management models. Jesus’s focus on serving rather than being served (Mark 10:45) provides a model for modern HR leaders to empower others.
Key biblical principles for HRM:
Servant Leadership: Jesus's example of washing the disciples' feet serves as the foundation for modern servant leadership, which focuses on employee growth and welfare.
The Worthiness Principle: Based on Jesus's statement that "the worker deserves his support" (Matthew 10:10), this guides fair compensation and performance-based rewards.
The Equality Principle: Modeled in the story of Onesimus (Philemon 10-17), this encourages viewing workers as human beings deserving of dignity and restoration, rather than just tools of production.
The Stewardship and Care Principle: Reflects the need to care for employees, similar to the "Good Shepherd" concept, which promotes a safe and supportive work environment.
Historical Background Of HRM
The term "human resource management" has been commonly used for about
the last ten to fifteen years. Prior to that, the field was generally
known as "personnel administration." The name change is not merely
cosmetics.
Personnel administration, which emerged as a clearly defined field by the 1920s (at least in the US), was largely concerned the technical aspects of hiring, evaluating, training, and compensating employees and was very much of "staff" function in most organizations. The field did not normally focus on the relationship of disparate employment practices on overall organizational performance or on the systematic relationships among such practices. The field also lacked a unifying paradigm.
HRM developed in response to the substantial increase in competitive pressures American business organizations began experiencing by the late 1970s as a result of such factors as globalization, deregulation, and rapid technological change. These pressures gave rise to an enhanced concern on the part of firms to engage in strategic planning--a process of anticipating future changes in the environment conditions (the nature as well as level of the market) and aligning the various components of the organization in such a way as to promote organizational effectiveness.
Human resource management (HRM), also called personnel management, consists of all the activities undertaken by an enterprise to ensure the effective utilization of employees toward the attainment of individual, group, and organizational goals. An organization's HRM function focuses on the people side of management.
Components Of HRM
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Recruitment and Staffing: HR professionals are responsible for writing job descriptions, recruiting top talent, and managing the hiring process. They work to attract the best candidates, ensuring the HR team selects individuals who align with the company’s business strategy and goals.
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Employee Training and Development: HR professionals manage training programs that can help employees work toward their career goals. This is crucial for employee engagement and performance management.
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Employee Benefits and Compensation: The HR department is responsible for managing employee benefits packages, including health insurance, retirement plans, and paid leave. Providing competitive employee benefits may contribute to employee satisfaction and retention.
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Performance Management: HR professionals oversee performance management, which involves setting goals, monitoring employee progress, and conducting performance reviews. This ensures employees are aligned with the company’s objectives and may improve employee productivity.
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Employee Relations and Conflict Management: HR managers handle employee concerns and mediate conflicts to ensure a respectful and collaborative work environment. By managing labor relations and conflict resolution, HR professionals foster a positive workplace culture.
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Compliance: Human resource managers ensure that organizations comply with employment laws, including wage and hour laws, labor relations, and health and safety regulations. Staying compliant with these laws is critical to avoid legal issues and maintain ethical business practices.
Objectives:
The objective of HRM is the maintenance of better human relations in the organization by the development, application and evaluation of policies, procedures and programs relating to human resources to optimize their contribution towards the realization of organizational objectives.
To help the organization reach its goals.
To ensure effective maximum development of human resources.
To ensure respect for human beings.
To identify and satisfy the needs of individuals.
Why Human Resource Management (HRM) Matters
Human resource management is important not only for managing an organization's employees but also for ensuring the company’s success. HR professionals manage a wide range of tasks that directly impact company performance, employee productivity, and the alignment of employee skills with company goals.
HRM also plays a key role in maintaining regulatory compliance, which helps avoid legal issues related to employment laws. By staying up-to-date on employment regulations and industry trends, HR professionals help organizations maintain compliance with employment laws.
Role of HR Professionals in Supporting Employees
HR professionals support employees at every stage of their careers, from recruitment to retirement. HR professionals manage employee development, well-being, and career growth, while supporting employee motivation and engagement.
Functions of HRM:
Recruitment and Selection:
Attracting qualified candidates.
Screening and selecting suitable applicants.
Training and Development:
Enhancing employee skills and knowledge.
Continuous professional development.
Performance Management:
Appraising employee performance.
Setting goals and providing feedback.
Compensation and Benefits:
Designing salary structures.
Managing incentives, health benefits, and other perks.
Employee Relations:
Maintaining good relationships between management and employees.
Handling grievances and disputes.
Legal Compliance:
Ensuring adherence to labor laws and regulations.
Health and Safety:
Ensuring a safe work environment.
HR Planning:
Forecasting future HR needs.
Succession planning.
Importance of HRM:
Facilitates organizational growth.
Enhances employee motivation and engagement.
Helps in adapting to changing business environments.
Ensures legal and ethical compliance.
Management
Definition:
Management is the process of planning, organizing, leading, and controlling resources (human, financial, physical, informational) to achieve organizational goals efficiently and effectively.
Functions of Management
(Classical Approach):
Planning:
Setting objectives.
Developing strategies to achieve goals.
Organizing:
Allocating resources.
Defining roles and responsibilities.
Leading (or Directing):
Motivating employees.
Communicating effectively.
Controlling:
Monitoring progress.
Making necessary adjustments.
Levels of Management:
Top Management: Strategic decisions (CEO, Board of Directors).
Middle Management: Tactical planning (Department Managers).
Lower/Operational Management: Day-to-day operations (Supervisors, Team Leaders).
Types of Management:
Strategic Management: Long-term goals and overall direction.
Tactical Management: Medium-term planning and implementation.
Operational Management: Daily management of tasks and activities.
Importance of Management:
Provides direction and coordination.
Ensures efficient use of resources.
Facilitates goal achievement.
Promotes innovation and adaptation.
Relationship between HRM and Management:
HRM is a specialized function within the broader scope of management. While management oversees the entire organization’s operations, HRM specifically focuses on managing people, ensuring they are motivated, skilled, and aligned with organizational goals.
(HRM) in Education
Recruitment and Selection:
Hiring qualified teachers and staff through proper procedures.
Training and Development:
Providing ongoing professional development to improve teaching and administrative skills.
Performance Appraisal:
Regular assessment of staff performance to motivate and improve productivity.
Compensation and Benefits:
Ensuring fair remuneration, incentives, and welfare schemes.
Workforce Planning:
Anticipating future staffing needs based on institutional goals.
Employee Relations:
Maintaining a positive work environment and resolving conflicts.
Legal Compliance:
Ensuring adherence to labor laws and educational regulations.
Importance:
Enhances the quality of education.
Promotes staff motivation and job satisfaction.
Ensures a competent and committed workforce.
Contributes to institutional growth and development.
Management in Education
Definition:Management in education involves planning,
organizing, leading, and controlling resources (human,
financial, material) to achieve educational goals effectively
and efficiently.
Functions of Educational Management:
Planning:
Setting objectives, curriculum design, resource allocation.
Organizing:
Structuring resources, defining roles, establishing policies.
Leadership:
Inspiring and guiding teachers, students, and staff.
Coordination:
Ensuring all parts of the institution work harmoniously.
Supervision:
Monitoring activities to maintain standards.
Evaluation:
Assessing the effectiveness of educational programs and making improvements.
Levels of Educational Management:
Central/Policy Level:
Government or higher authorities formulate policies.
Institutional Level:
School or college management implementing policies.
Classroom Level:
Teachers managing day-to-day instructional activities.
Importance:
Ensures the achievement of educational objectives.
Promotes efficient use of resources.
Facilitates innovation and adaptation to change.
Enhances the quality of education.
HRM and Management in Education
HRM is a component of overall educational management.
Effective management depends on good HR practices.
Both aim to improve educational outcomes through optimal utilization of resources.
Some of the best practices include:
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Talent Management: Focuses on attracting, developing, and retaining talent by aligning employees with business needs and growth.
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Employee Benefits and Wellness Programs: Offers competitive benefits and wellness programs to support employees’ physical and mental health and help balance work and life.
-
Performance Management Systems: Ensures employees' goals align with company objectives through performance reviews, feedback, and goal-setting to enhance productivity.
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Employee Relations and Communication: Fosters open communication and collaboration through regular feedback, transparent policies, and conflict resolution to maintain positive employee relations.
The field of my research study:
I chose :
( HRM and Education in Egypt ) to be
Education is a cornerstone of national development, economic growth, and social progress. In Egypt, a country with a rich cultural history and a large, youthful population, the education sector faces numerous challenges that require strategic management of human resources. Human Resource Management (HRM) plays a critical role in enhancing the efficiency, quality, and sustainability of educational services.
Functions of HRM in Education
HRM in England's education sector operates within a complex legal framework, including laws related to employment rights, equality, health and safety, and safeguarding. Policies such as the Teachers’ Pay and Conditions Document, the Equality Act 2010, and the Keep On Keep In Touch (KOKIT) policy guide HR practices. Additionally, the Department for Education (DfE) provides national strategies and standards to ensure consistency and quality across institutions.
Despite its importance, HRM faces several challenges:
The future of HRM in England’s education sector is poised for transformation driven by technological advancements and societal needs:
Human Resource Management is integral to the success and sustainability of educational institutions in England. By effectively managing personnel, addressing challenges proactively, and embracing innovative practices, HRM can significantly enhance the quality of education delivered. As the sector continues to evolve amidst societal and technological changes, robust HR strategies will remain essential in cultivating a motivated, skilled, and diverse educational workforce committed to shaping future generations.
Culture plays a significant role in shaping HRM practices. Egypt, with its collectivist and high-power-distance culture, emphasizes hierarchical relationships, respect for authority, and group loyalty. Employees often expect clear directives from management and place high importance on personal relationships.
The legal environment significantly impacts HRM practices. Egypt's labor laws are characterized by rigid regulations, including restrictions on employment contracts, limited flexibility in working hours, and complex procedures for employee dismissal. These legal constraints often lead to a more bureaucratic HR approach focused on compliance.
In Egypt, recruitment tends to be formal and influenced by networks and personal relationships. Employers often prioritize candidates with local connections and diplomas from reputable institutions, reflecting the importance of social capital and education.
Egyptian organizations often invest less in formal training due to resource constraints and a focus on immediate operational needs. Training programs tend to be limited, often conducted in-house or through informal channels.
Performance appraisal systems differ markedly. Egyptian firms may rely on traditional appraisal methods with less emphasis on feedback and development, often influenced by hierarchical relationships and respect for authority.
In Egypt, employee motivation often revolves around job security, social benefits, and respect for authority. Employee relations are formal, with a focus on maintaining harmony and avoiding conflicts.
Egypt faces challenges such as political instability, economic constraints, and a need for modernization of HR practices. There is an opportunity for organizations to adopt more strategic HRM approaches that focus on talent development and organizational agility.
While HRM in Egypt and England shares fundamental principles, their practices are shaped by distinct cultural, legal, and economic contexts. Egypt's HRM tends to be more hierarchical and compliance-focused,
Human Resource Management (HRM) plays a pivotal role in shaping organizational success by effectively managing people, policies, and organizational culture. When multinational companies or organizations expand or operate across borders, transferring HRM practices from one country to another becomes a strategic necessity. England, known for its developed and sophisticated HRM systems, offers a wealth of best practices that can be adapted to the Egyptian context. However, due to cultural, legal, economic, and social differences, this transfer requires careful consideration.
England is renowned for its structured recruitment processes, including competency-based interviews, psychometric testing, and comprehensive background checks. These practices can be transferred to Egypt to improve hiring quality, reduce turnover, and ensure alignment with organizational goals. Implementing standardized assessment tools can enhance objectivity and fairness in recruitment.
English organizations emphasize continuous performance appraisal, clear KPIs, and regular feedback sessions. Adopting such systems in Egypt can foster a performance-oriented culture, enhance employee accountability, and align individual objectives with organizational strategies. Digital performance management tools used in England can also be introduced to streamline processes.
England’s focus on ongoing training, leadership development, and skills enhancement can be beneficial in Egypt. Implementing structured training programs, career development plans, and e-learning platforms can improve workforce capabilities and motivation.
English organizations often prioritize employee engagement through surveys, participative decision-making, and wellness programs. These practices can help improve job satisfaction and reduce attrition in Egyptian workplaces, where employee morale is crucial for productivity.
While legal frameworks differ, the ethical standards around equal opportunity, non-discrimination, and employee rights from England can be adapted to ensure compliance with Egyptian labor laws and promote fair treatment.
While these practices are beneficial, several factors must be considered for successful transfer:
Transferring HRM practices from England to Egypt presents a valuable opportunity to enhance organizational efficiency, employee satisfaction, and compliance. However, success depends on a nuanced understanding of local cultural, legal, and economic factors.
C First, it allowed researchers to identify where training does not take place, and to analyse whether its absence constrains establishment productivity and growth.
sectors, size and ownership characteristics. The survey results are presented and contrasted for major groupings of respondent establishments within the sample, without attempting to extrapolate survey responses to the entire population of Egyptian establishments
partners be brought in, etc.? It is also important to have information on how state enterprises can be assisted to improve their productivity and cost-efficiency so that they can effectively compete in increasingly aggressive environments.
for the domestic market also need to be able to better compete against imports. And the way in which enterprises adjust their internal and external labour markets would have major implications for employment and human resources development.
and upgrading assume greater significance.
principal characteristics for which findings will be compared throughout the report.
Just over half of the establishments were located in Alexandria, but they accounted for 90 per cent of the 282,259 employees covered by the survey (Figure 1). A third of the
establishments surveyed were in Dakahlia, and the final 11 per cent were in the rural governorate of Assuit.
The survey respondents were distributed almost evenly between manufacturing (47 percent) and non-manufacturing (53 per cent). However, manufacturing accounted for twice the
number of jobs as services, 65 per cent versus 35 per cent in services. For ease of contrast,branches of economic activity have been grouped into five manufacturing and four non-
manufacturing sectors (Figure 2).
The largest single sectors, in terms of employment, were clothing/textiles (22 per cent), construction (16 per cent), and food products (15 per cent). Because they accounted for
relatively few of the establishments individually, the chemical, pharmaceutical, and building materials branches were combined together (along with other smaller industrial branches) and accounted for about 22 per cent of total employment. Machinery was also a broad category,
encompassing metal works, engineering, automotive and electrical engineering and electronics,
The purpose of the discussion is to interpret and describe the significance of our findings in light of what was already known about the research problem being investigated and to explain any new understanding or insights that emerged as a result of our study of the problem. (Discussion) provides the explanation and interpretation of results or findings by comparing with the findings in prior studies. Then, I can say that: compared to the previous study about (Human Resources Management), I say that my research is different .
Scope of HR Management:
Human resource (HR) management is part of management. Therefore, general management theories are the basis for discussion. MSDM focuses more on the regulation of human roles in realizing optimal goals (Bukhori & Rindaningsih, 2025).
This arrangement includes the problems of planning, organizing, directing, controlling,procurement, development, compensation, integration, maintenance, discipline, and dismissal of labor to help realize the goals of the organization/institution, employees, and society (Hadi Latif et al., 2024).
Function of Human Resources in Education:
The functions of human resource management include planning, organizing, deploying, controlling, procurement, development, compensation, integration, maintenance, discipline, and dismissal (Zulwiddi & M,2023).
Organizing, is an activity to organize all employees by establishing the division of labor, labor relations to achieve goals (Fadhilah et al., 2024).
Directing is the activity of directing all employees, so that they are willing to cooperate and work effectively and efficiently in helping to achieve the goals of the company, employees, and society (Bukhori & Rindaningsih, 2025).
Controlling, is the activity of controlling all employees, in order to obey company regulations and work according to the plan (Husaini & Sutama, 2021).
Procurement is the process of withdrawing, selecting, placing, onboarding, and inducing employees to get employees who suit the Company's needs (Fadhilah et al., 2024).
Development is the process of improving the technical, conceptual, and moral skills of employees through education and training. The education and training provided must be in accordance with the needs of current and future jobs (Hafiedh Hasan, 2022).
Compensation is the provision of direct and indirect remuneration, money or goods to employees in return for services provided to the Company (Hadi Latif et al.,
2024).
Integration is an activity to unite the interests of the company and the needs of employees, in order to create harmonious and mutually beneficial cooperation (Mudarya, 2025).
Maintenance is an activity to maintain or improve the physical, mental, and loyalty condition of employees, so that they will continue to work until
My research recommended the following:
Stages :
( HRM ) passes by 4 stages
A- Pre - employment stage:
1- I "as a human resources manager" do a kind of statistics to know about the number of employees needed by my or the quality wanted, the skills wanted, and the characteristics of needed employees.
2- I know the period of hiring or recruitment.
B- During employment stage:
1- I do a proper interview that includes all personal, professional, skills, experiences and talents information about the graduates or the new employees beside their certificates.
2- I use a checklist to tick the available characteristics I found in the employee.
C- Post-employment stage:
1-I
start to do professional development to my employees through workshops,
seminars, trainings, using technology and guided practice to create a
kind of communication with my employees.
2-I do an assessment to my employees. I guide, advise, encourage and motivate till the employees acquire all the wanted professional skills. Employers and employees do a kind of listening and responding to each other to create communication to solve problems and facilitate work.
D-During Retirement stage:
HRM is responsible for getting all the rights for the employees during retirement. These rights include the retirement procedure, a "thank you" and appraisal party for the value the employee
has added to the organization, the pension salary, the rewards, the bonuses and all other rights . HRM appreciates all the roles played by the employees in increasing the production.
The following are the processes or steps taken in the
procurement of employees which include:
1) Forecasting labor needs is intended so that the number of current and future labor needs is in accordance
with the workload, vacancies can be avoided and all work can be done.
2) Recruitment is the process of finding and attracting workers to get a number of applicants from various sources, according to the qualifications needed by an organization or institution.
3) Selection is the first effort that must be made by an organization/institution to obtain qualified and competent employees who will serve and do all work in the organization / institution. The implementation of selection must be carried out honestly, carefully, and objectively so that the employees who are accepted are truly qualified to serve and carry out their work, so that the coaching, development, and arrangement of
employees becomes easier.
4) Placement, orientation, and induction of employees is a follow-up to the selection, namely placing prospective employees who are accepted (passing the selection) in positions/jobs that require them and at the same time delegating authority to that person. The right placement of employees is one of the keys to
obtaining optimal work performance from each employee, in addition to work morale, creativity, and initiative will also develop.
Orientation or introduction for each new employee must be done to state that they are truly welcome with open arms to become employees who will cooperate with other employees in the organization/institution. With orientation, doubts, awkwardness, and new employees' confidence in doing their jobs can be overcome.
Employee induction is an activity to change the behavior of new employees so that they adjust to the rules of the organization /institution. Induction is basically the duty of the employee's direct supervisor so that the new employee realizes that he must obey the rules of the organization/institution and do his duties well.
It can be concluded that employee procurement includes the process of recruitment, selection, placement, orientation and induction to get effective and efficient employees to help achieve the goals of the organization/institution.
e. Staff development and development
Organizations always want their personnel to carry out their duties optimally and contribute all their abilities to the benefit of the organization, and work better day by day (Renanda & Jamilus, 2024). In addition, employees themselves, as human beings, also need improvement and improvement in themselves, including in their duties (Mudarya, 2025). In this regard, the function of fostering and developing employees is an absolutely
necessary personnel management function, to improve,maintain, and improve employee performance. This coaching and development activity is not only about the ability aspect, but also about the career of employees (Zulwiddi & M, 2023).
Employee development is considered to be increasingly important because of the demands of jobs or positions, as a result of technological advances and the increasingly fierce competition among similar organizations/institutions. Every organization/institution personnel is required to be able to work effectively, efficiently, the quality and quantity of work are good so that the competitiveness of the organization/institution is greater. This development is carried out for non-career and career purposes for employees (new or old) through training and education (Turmidzi & Istianah, 2022).
It can be concluded that employee development and development (education and training) needs to be carried out by every organization/institution because it will provide benefits for the organization/institution, employees, and the consumer community.
f. Promotions and mutations
HUMAN RESOURCE MANAGEMENT IN EDUCATION 398
Promotion is a transfer that increases the authority and responsibility of employees to higher positions in an organization so that their obligations, rights, status, and income are greater (Renanda & Jamilus, 2024).
With promotion, it means that there is trust and recognition about the ability and ability of the employee concerned to occupy a higher position. That way employees will be encouraged to work hard, be enthusiastic, disciplined, and achieve work achievements so that the goals of the organization/institution can be optimally achieved.
One of the follow-ups carried out from the results of employee performance assessments is employee mutation. Because with the assessment of employee achievements, the employee's proficiency in completing the job description charged to him will be known. This mutation must be based on the achievement index that can be achieved by the employee concerned. It can be concluded that mutation is included in the employee development function, because the goal is to increase the efficiency and effectiveness of work in the organization /institution.
After obtaining and determining the prospective employees to be accepted, the next activity is to try to make the prospective employees become legal members of the organization so that they have rights and obligations as members of the organization / institution. In Indonesia, for civil servants, the first promotion or appointment is usually appointed as a civil servant with a probationary period of one or two years, then follows pre-service training and after graduation is appointed as a full civil servant. After the appointment of employees, the next activity is placement or assignment (Bukhori & Rindaningsih, 2025).
g. Employee Dismissal
Dismissal is the termination of an employee's employment relationship with an organization/institution. With dismissal, it means the end of the employee's work attachment to the organization. Dismissal of employees is a personnel function that causes the release of the organization and personnel from their rights and obligations as workplace institutions and as employees. In relation to education personnel in schools, especially Civil Servants,
The reasons for dismissal of these employees can be grouped into three types, namely:
1. Dismissal at your own request
2. Dismissal by the service and the government
3. Dismissal for other reasons.
Dismissal at the request of the employee's own application, for example because of a change of job aimed at improving their fate. Dismissal by the agency or government can be done for the following reasons:
a) The employee in question is incapable and does not have the ability to carry out his duties properly.
b) Downsizing or simplifying the organization.
c) Rejuvenation, usually employees who are 55 years old and entitled to retire must be dismissed within a period of one year.
d) Not mentally and physically healthy so that they cannot carry out their duties properly.
e) Committing a criminal offense so that he is sentenced to prison or confinement.
f) Violating the oath or promise of civil servants.
Compensation
Compensation is the remuneration that the organization provides to employees, which can be assessed in terms of money and has a tendency to be given on a regular basis (Hafiedh Hasan, 2022). Compensation in ddition to salary can also be in the form of allowances, housing facilities, vehicles, and others. The provision of this compensation is no longer seen as satisfying material needs but has been associated with human dignity and dignity.
i. Employee Evaluation
To see if the employees who are trained and developed benefit from what they do, it is necessary to evaluate or assess their achievements. Work achievement is the result of work in terms of quality and quantity achieved by an employee in carrying out his duties in accordance with the responsibilities given to him
(Hasnadi, 2021). For the assessment of education personnel, it is focused on individual achievements and their participation in school activities.
For employees, appraisals are useful as feedback on various things, such as abilities, fatigue, shortcomings, and potentials which in turn are useful for determining goals, paths, plans, and career development. For schools, the results of the work performance assessment of education personnel are very important in making decisions on various matters, such as the identification of school program needs, 399Ahmad Idris et al. admission, selection, introduction, placement, promotion, reward system, and other aspects of the overall effective process of human resources (Rohmanto et al., 2023).
It can be concluded that employee assessments must be carried out to determine the achievements that can be achieved by each employee.
The results of the assessment can be used by organizations /institutions in determining the next policy action. In the field of educators and education personnel, school education units carry out programs with the following management standards:
a. Schools/madrasas develop programs for the empowerment of educators and education personnel.
b. Educator Empowerment Program and Education Facilitator:
1) Prepared with attention to the standards of educators and education personnel;
2) It is developed in accordance with the conditions of the school/madrasah including the division of duties, overcoming when there is a shortage of manpower, determining the award system, and professional development for each educator and education staff and applying it professionally, fairly and openly.
c. The appointment of educators and additional education personnel is carried out based on the provisions set by the school/madrasah administration.
d. Schools need to support efforts to:
1) Promotion of educators and education personnel based on the principles of usefulness, propriety, and professionalism;
2) Development of educators and education personnel who are systematically identified in accordance with individual aspirations, curriculum needs and schools/madrasas;
3) The placement of education personnel is adjusted to the needs of both the number and qualifications by setting priorities;
4) The mutation of education personnel from one position to another is based on position analysis followed by task orientation by the highest leadership of the school/madrasah which is carried out after four years, but can be extended based on justifiable reasons, while for additional education personnel there
is no mutation.
e. Schools/madrasas use:
1) The principal of the school/madrasah carries out his duties and responsibilities as the head of the management of the school/madrasah;
2) The deputy principal of SMP/MTS carries out his duties and responsibilities as an assistant principal of school/madrasah;
3) The deputy head of SMA/SMK, MA/MAK for curriculum carries out his duties and responsibilities as an assistant principal of school/madrasah in managing the curriculum;
4) The deputy head of SMA/SMK, MA/MAK in the field of infrastructure facilities carries out his duties and responsibilities as an assistant principal of school/madrasah in managing infrastructure facilities;
5) The deputy head of SMA/SMK, MA/MAK for student affairs carries out his duties and responsibilities as an assistant principal of a school/madrasah in managing students;
6) The deputy head of the vocational school for industrial relations carries out his duties and responsibilities as an assistant principal of the school/madrasah in managing partnerships with the business world and the industrial world;
7) Teachers carry out their duties and responsibilities as learning agents who motivate, facilitate, educate, guide, and train students so that they become quality human beings and are able to optimally actualize their human potential;
8) Counselors carry out their duties and responsibilities in providing guidance and counseling services to students;
9) Trainers/instructors carry out their duties and responsibilities to provide technical training to students in training activities;
10) Library staff carry out their duties and responsibilities to carry out the management of learning resources in the library;
11) Laboratory staff carry out their duties and responsibilities to help teachers manage practical activities in the laboratory;
12) Learning resource technicians carry out their duties and responsibilities of preparing, maintaining, and improving learning facilities and infrastructure;
13) Administrative personnel carry out their duties and responsibilities in organizing administrative HUMAN RESOURCE MANAGEMENT IN EDUCATION …400 services;
14) Cleaning personnel carry out their duties and responsibilities in providing environmental cleaning services.
With the establishment of standards for the implementation of educator and education management programs, schools have guidelines in running and developing programs that have been prepared by the school.
With this, the principal's task as a human resource manager (HR) is not an easy job because the principal is required to work on education personnel management instruments to help the smooth running of SBM in the school he leads
“The empirical results reported herein should
be considered in the light of some limitations.”
HR and Training:
On
the basis of the results of the survey and the
discussions at the 2012 HRMT workshop, the following
areas of HRMT that will be particular important in
helping statistical offices to respond to the
future challenges can be identified:
Motivation
Change management
Knowledge management
Work environment and mobility
Training and skills development
Management development
Attracting and retaining people
My research recommended the following:
human resources (HR) can function optimally if managed properly. Therefore, management is needed. Human
resource management is a very important aspect in the education process in general. Therefore, the functions in
human resource management must be carried out optimally so that the needs related to the goals of individuals,
companies, organizations or institutions can be achieved.
Training and skills development
Training and skills development comprises a broad range
of activities and arrangements, including formal and
informal training, job-rotation, traditional class-room
courses, internal vs external training, cooperation with e.g.
universities, competence mapping, (personal) training plans
(development plans), special (introductory) training for
newly recruited people, mentoring and the use of new
organizations or
technologies in training, such as E-learning.
One other important issue is the question of the cost/benefits of training and how to measure and evaluate the outcome of training activities.
ISBN 92-2-111410-4, ISSN 1020-5322, First published 1998
MUDIR (Jurnal Manajemen Pendidikan) P-ISSN : 2655-9331 E-ISSN : 2657-2230
Avalaible online at: https://ejournal.unsuda.ac.id/index.php/mpi/index
Volume 8, Nomor 1, Juli 2026 | DOI: https://doi.org/10.55352/mudir
HUMAN RESOURCE MANAGEMENT IN EDUCATION
Ahmad Idris1, Asep Marfu2, Arif Fakih Firdaus3, Siti Patimah4, Rifyal Ahmad Lugowi5
1UIN Sultan Maulana Hasanuddin Banten, Indonesia
2UIN Sultan Maulana Hasanuddin Banten, Indonesia
3UIN Sultan Maulana Hasanuddin Banten, Indonesia
4UIN Sultan Maulana Hasanuddin Banten, Indonesia
5UIN Sultan Maulana Hasanuddin Banten, Indonesia
Email: 242625115.ahmadidris@uinbanten.ac.id1, 242625220.asepmarfu@uinbanten.ac.id2,
242625234.ariffakihfirdaus@uinbanten.ac.id3, siti.patimah@uinbanten.ac.id4 ,
rifyal.ahmad.lugowi@uinbanten.ac.id
Jakarta: Bumi Aksara.
Education and Science, 21(1). https://doi.org/10.30651/didaktis.v21i1.6649
Egypt: Unemployment rate
| Egypt |
Unemployment rate |
|---|---|
| Latest value | 7.20 |
| Year | 2024 |
| Measure | percent |
| Data availability | 1991 - 2024 |
| Average | 9.81 |
| Min - Max | 7.20 - 13.15 |
| Source | The World Bank |
