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Zeitschriftenartikel zum Thema „HR's ROLE“

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Veröffentlicht am 11. September 2023

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1

Lengnick-Hall, Mark L., und Cynthia A. Lengnick-Hall. „HR's role in building relationship networks“. Academy of Management Perspectives 17, Nr. 4 (November 2003): 53–63. http://dx.doi.org/10.5465/ame.2003.11851841.

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2

Downey, Diane. „HR's role in assimilating new leaders“. Employment Relations Today 28, Nr. 4 (2002): 69–83. http://dx.doi.org/10.1002/ert.10017.

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3

Elliott, George. „HR's role in instilling core values“. Employment Relations Today 31, Nr. 2 (2004): 25–32. http://dx.doi.org/10.1002/ert.20014.

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4

Simpkins, Robert A. „HR's critical role in contingency planning“. Employment Relations Today 36, Nr. 2 (März 2009): 21–27. http://dx.doi.org/10.1002/ert.20245.

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5

Lieber, Lynn D. „HR's role in preventing workplace violence“. Employment Relations Today 37, Nr. 4 (19.01.2011): 83–88. http://dx.doi.org/10.1002/ert.20325.

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6

Lombardo, Michael M., und Robert W. Eichinger. „HR's role in building competitive edge leaders“. Human Resource Management 36, Nr. 1 (1997): 141–46. http://dx.doi.org/10.1002/(sici)1099-050x(199721)36:1<141::aid-hrm22>3.0.co;2-d.

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7

Lieber, Lynn. „HR's proactive role in workplace ethical issues“. Employment Relations Today 35, Nr. 2 (März 2008): 87–94. http://dx.doi.org/10.1002/ert.20206.

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8

Parker, Marcel R. „Management of Stakeholders Wat Should HR's Role be?“ NHRD Network Journal 10, Nr. 1 (Januar 2017): 21–25. http://dx.doi.org/10.1177/0974173920170105.

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9

Bruyère, Susanne M., William A. Erickson und Sara VanLooy. „HR's role in managing disability in the workplace“. Employment Relations Today 27, Nr. 3 (September 2000): 47–66. http://dx.doi.org/10.1002/1520-6459(200023)27:3<47::aid-ert5>3.0.co;2-t.

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10

Jensen, Ed. „HR's role in helping companies achieve high performance“. Employment Relations Today 32, Nr. 2 (2005): 39–52. http://dx.doi.org/10.1002/ert.20062.

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11

Bruyere, Susanne M., William A. Erickson und Sara VanLooy. „HR's role in managing disability in the workplace“. Employment Relations Today 27, Nr. 3 (2000): 47–66. http://dx.doi.org/10.1002/ert.3910270306.

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12

Beatty, Richard W., Jeffrey R. Ewing und Charles G. Tharp. „HR's role in corporate governance: Present and prospective“. Human Resource Management 42, Nr. 3 (2003): 257–69. http://dx.doi.org/10.1002/hrm.10084.

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13

Farley, Cheryl. „HR's role in talent management and driving business results“. Employment Relations Today 32, Nr. 1 (2005): 55–61. http://dx.doi.org/10.1002/ert.20053.

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14

LaMarsh, Jeanenne. „Building a strategic partnership and HR's role of change manager“. Employment Relations Today 31, Nr. 3 (2004): 17–26. http://dx.doi.org/10.1002/ert.20026.

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15

Gomez, Carolina, und Juan I. Sanchez. „HR's strategic role within MNCs: helping build social capital in Latin America“. International Journal of Human Resource Management 16, Nr. 12 (Dezember 2005): 2189–200. http://dx.doi.org/10.1080/09585190500358596.

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16

Sartain, Libby. „Branding from the inside out at Yahoo!: HR's role as brand builder“. Human Resource Management 44, Nr. 1 (14.02.2005): 89–93. http://dx.doi.org/10.1002/hrm.20045.

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17

Patel, Charmi, Pawan Budhwar, Alissa Witzemann und Anastasia Katou. „HR outsourcing: The impact on HR's strategic role and remaining in-house HR function“. Journal of Business Research 103 (Oktober 2019): 397–406. http://dx.doi.org/10.1016/j.jbusres.2017.11.007.

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18

Kulik, Carol T., und Elissa L. Perry. „When less is more: The effect of devolution on HR's strategic role and construed image“. Human Resource Management 47, Nr. 3 (Juni 2008): 541–58. http://dx.doi.org/10.1002/hrm.20231.

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19

Flynn, Stephen. „Overcoming the identity crisis in human resources“. Human Resource Management International Digest 22, Nr. 2 (04.03.2014): 1–3. http://dx.doi.org/10.1108/hrmid-03-2014-0037.

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Purpose – Dissects “partnership” and “strategy” in the context of the work of HR. Design/methodology/approach – Shows that it is not that HR is unclear about its role in the corporate world but that the exhortations of commentators are too simplistic. Findings – Reveals that the continuing and continual debate over HR's role is a product of the role conflict inherent in the HR profession itself. Emphasizes the importance of balancing the needs of employees with those of managers, which is at the heart of HR. Practical implications – Contends that divorcing the operational from the strategic denies the strategic the field intelligence that informs and proves strategy. The disparate, mundane operational tasks associated with HR specialists aggregate into the field intelligence that feeds their strategic perspective. Severing the connection between HR strategy and HR operations impoverishes any kind of strategic input available to HR. Social implications – Advances the view that managers and employees see their day-to-day requests as important and that these apparently mundane matters are the nuggets that inform HR's strategic input. Originality/value – Emphasizes that there is an organizational and employee aspect to every element of HR and that the HR specialist should accept both of these.

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Lieber, Lynn D. „HR's role in creating and maintaining a code of conduct to promote an ethical organizational culture“. Employment Relations Today 37, Nr. 1 (Dezember 2010): 99–106. http://dx.doi.org/10.1002/ert.20290.

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21

Sus, Monika. „Supranational entrepreneurs: the High Representative and the EU global strategy“. International Affairs 97, Nr. 3 (Mai 2021): 823–40. http://dx.doi.org/10.1093/ia/iiab037.

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Abstract By applying the Multiple Streams Approach (MSA) developed by Kingdon and adapted to EU policy-making, this article explores a new analytical lens that provides a more substantiated insight into the role of the High Representative for Foreign Affairs and Security Policy (HR) in the policy-making process. According to the MSA, policy change happens when policy entrepreneurs successfully explore a window of opportunity that opens in the problems or policies stream. Applying a single case-study approach, this article argues that it was the entrepreneurship of HR Federica Mogherini that coupled problems, politics and policies streams which presented themselves between 2014 and 2015, made use of the window of opportunity, and pushed for policy change in EU's foreign and security policy. By finding observable evidence for the HR's deployment of entrepreneurial strategies during the drafting and implementation of the European Union's Global Strategy, this contribution unpacks Mogherini's footprint in the recent progress. The conceptualization of the HR office-holder as a policy entrepreneur lets us systematically investigate their agency and impact on the policy change within the existing formal constraints, and thus it paves a way towards a more fruitful research direction regarding the HR's role than the concept of the constrained agent that is dominant in the literature. More broadly, since the office-holder can be perceived as a supranational agent that is dependent upon an intergovernmental system for its mandate, by examining its entrepreneurial strategies this article offers insights on the role of supranational agents beyond the EU context, i.e. within UN and NATO.

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Kim, Sunghoon, und Seongmin Ryu. „Social capital of the HR department, HR's change agent role, and HR effectiveness: evidence from South Korean firms“. International Journal of Human Resource Management 22, Nr. 8 (April 2011): 1638–53. http://dx.doi.org/10.1080/09585192.2011.565649.

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Begum*, Dr Naiymunnisa, und Shaik Abdul Mazeed. „The Role of Hr Managers During Crisis Time - Covid-19 Perspective“. International Journal of Management and Humanities 5, Nr. 6 (28.02.2021): 13–16. http://dx.doi.org/10.35940/ijmh.f1241.025621.

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COVID-19 pandemic has disturbed organizations and made HR personnel to think differently by considering new normal norms like social distancing, new work conditions that they may never have envisioned. To stop the spread of the coronavirus, organizations have changed to a Work from Home Model (WFHM), Remote Connections (RC) at a rate and scale, monitored and controlled by email and video conferencing. Sum and substance, HR Managers role has become more crucial and need to accomplish troublesome work under these unprecedented conditions. HR is worried about employee’s wellbeing and prosperity during the pandemic; they are under the strain of handling the deskwork and giving comfort to the large number of labourers simultaneously. HR has consistently been the front liner for workers and the HR's job in observing and keeping up has gotten significantly. Traditional HR is being supplanted with a comprehensive methodology utilizing trend setting innovations and being human driven too. HR managers are literally doing war with the difficulties of reclassifying their techniques on administration, ability, assorted variety while assessing their operational adequacy. The world stands up to different emergencies and COVID-19 being the greatest one right now which has hit the entire world and its economy. In this scenario, this research paper emphasised on role and challenges of HR during the pandemic.

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Mohamed Radi, Sherihan Gamal El Din, und Silke Michalk. „The Importance of a Strong Organizational Culture and the HR's Role in Developing a Positive Organizational Culture: The Case of Nestlé in Egypt“. المجلة العلمیة لقطاع کلیات التجارة 22, Nr. 1 (01.06.2019): 101–22. http://dx.doi.org/10.21608/jsfc.2019.246941.

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25

Joyce, William. „What really works: HR's role in building the 4 + 2 organization and an introduction to the case studies in the HR leadership forum“. Human Resource Management 44, Nr. 1 (14.02.2005): 67–72. http://dx.doi.org/10.1002/hrm.20041.

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26

Suárez, Esperanza, Lourdes Susaeta und Frank Babinger. „Organization and Challenges of the Human Resources Function in a Cruise Ship Company“. Tourism in Marine Environments 15, Nr. 2 (22.06.2020): 65–71. http://dx.doi.org/10.3727/154427320x15833208921145.

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Since the Maritime Labor Convention (MLC) came into force, cruise line companies have been required to make human resource (HR) organizational changes in order to comply with the corresponding rules on employees' rights. This article offers an overview of the role and organization of HR in the Spanish cruise line company Pullmantur. This research suggests that cruise HR managers face greater challenges, compared to those of other sectors, not only because of the specific regulations affecting cruise line companies, but also because of the complexity of the processes from recruitment to incorporation. Pullmantur's case illustrates a particular way of organizing the HR planning and assignment of its personnel, reflected in their Crew Cycle Life (CCL). After having reviewed different documents as well as interviews carried out with Pullmantur's HR management, this article describes and examines the different positions, functions, and responsibilities of HR "on ship and shore." It concludes that HR's function within a cruise ship company is more stressful and complex, but at the same time, more vibrant and challenging than in other industries.

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Vydyam, Pratap, Dibyendu Dutta, Niranjan Sutram, Sunanda Bhattacharyya und Mrinal Kanti Bhattacharyya. „A small-molecule inhibitor of the DNA recombinase Rad51 from Plasmodium falciparum synergizes with the antimalarial drugs artemisinin and chloroquine“. Journal of Biological Chemistry 294, Nr. 20 (01.04.2019): 8171–83. http://dx.doi.org/10.1074/jbc.ra118.005009.

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Malaria parasites repair DNA double-strand breaks (DSBs) primarily through homologous recombination (HR). Here, because the unrepaired DSBs lead to the death of the unicellular parasite Plasmodium falciparum, we investigated its recombinase, PfRad51, as a potential drug target. Undertaking an in silico screening approach, we identified a compound, B02, that docks to the predicted tertiary structure of PfRad51 with high affinity. B02 inhibited a drug-sensitive P. falciparum strain (3D7) and multidrug-resistant parasite (Dd2) in culture, with IC50 values of 8 and 3 μm, respectively. We found that B02 is more potent against these P. falciparum strains than against mammalian cell lines. Our findings also revealed that the antimalarial activity of B02 synergizes with those of two first-line malaria drugs, artemisinin (ART) and chloroquine (CQ), lowering the IC50 values of ART and CQ by 15- and 8-fold, respectively. Our results also provide mechanistic insights into the anti-parasitic activity of B02, indicating that it blocks the ATPase and strand-exchange activities of PfRad51 and abrogates the formation of PfRad51 foci on damaged DNA at chromosomal sites, probably by blocking homomeric interactions of PfRad51 proteins. The B02-mediated PfRad51 disruption led to the accumulation of unrepaired parasitic DNA and rendered parasites more sensitive to DNA-damaging agents, including ART. Our findings provide a rationale for targeting the Plasmodium DSB repair pathway in combination with ART. We propose that identification of a specific inhibitor of HR in Plasmodium may enable investigations of HR's role in Plasmodium biology, including generation of antigenic diversity.

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Khatoon, Umme Thayyiba, und Nada Ali Mudarbish. „3 Innovative Human Resource Practices: An Absolute Necessity for Industry 4.0 (A Select Study of Saudi Arabia ICT Sector in Age of Opportunities)“. Saudi Journal of Business and Management Studies 8, Nr. 02 (25.03.2023): 28–33. http://dx.doi.org/10.36348/sjbms.2023.v08i02.003.

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A recent study says that organizations must change their human resource (HR) policies in order to adapt to Industry 4.0. This study focuses on the link between Industry 4.0 and three important HR practices: training and development, job design, and performance appraisal. All of these things have a direct effect on motivation in the workplace. It's a new way to look at the most innovative management techniques that encourage a culture of continuous improvement at work so that the company can keep up with industry 4.0 improvements and incorporate them. Human resources (HR) departments need to be proactive about using these new technologies and staying up to date on the skills they need. Employee training and development is a term for educational activities within a company that are meant to improve employees' knowledge and skills, as well as to teach them how to do certain tasks better. The content, responsibilities, goals, and relationships that are needed to meet the expectations of the role are all set by the job design. A well-designed job can encourage good behavior and give employees a solid foundation for success. It can also evaluate performance, which is an important part of keeping people motivated at work. HR's new job is to get employees more involved by making sure they have the best benefits, trusting their teams, working together, and being able to grow personally. All of these things build a strong case for a successful retention strategy. The study shows how important it is to use cutting-edge strategies for managing human resources at work.

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Cho, Yonjoo, Eunsang Cho und Gary N. McLean. „HRD's Role in Knowledge Management“. Advances in Developing Human Resources 11, Nr. 3 (Juni 2009): 263–72. http://dx.doi.org/10.1177/1523422309337719.

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Vanderpyl, Tim H. „HR’s role in organizational effectiveness“. Human Resource Management International Digest 26, Nr. 6 (13.08.2018): 40–43. http://dx.doi.org/10.1108/hrmid-07-2018-0141.

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Purpose HR leaders need to see their role as one of building and valuing personal networks that bolster their organization’s effectiveness. Design/methodology/approach This paper discusses three primary ways that HR departments can bolster their organization’s effectiveness, namely, harnessing social power, empowering alpha employees, and influencing organizational design. Findings These three focuses will give HR leaders’ opportunities to further contribute to the overall effectiveness of the organization. Originality/value In the conceptual literature, the author’s own viewpoints and other ideas are weaved together to present a unique perspective on HR’s role in creating effective organizations.

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Lindquist, Karen. „HR’s role in mergers and acquisitions“. Strategic HR Review 6, Nr. 3 (März 2007): 3. http://dx.doi.org/10.1108/14754390780000957.

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Deshler, Reed. „HR’s role as change transformation agent“. Strategic HR Review 15, Nr. 3 (13.06.2016): 140–41. http://dx.doi.org/10.1108/shr-03-2016-0028.

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Cowan, Renee L., und Suzy Fox. „Being pushed and pulled: a model of US HR professionals’ roles in bullying situations“. Personnel Review 44, Nr. 1 (02.02.2015): 119–39. http://dx.doi.org/10.1108/pr-11-2013-0210.

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Purpose – The purpose of this paper is to clarify how human resource professionals (HRPs) in the United States (US) understand their roles in bullying situations and how they perceive others (targeted employees and senior management) understand their roles. It is important to understand these role expectations as HRPs are integral actors in bullying situations and are often evaluated negatively by those in bullying situations. Design/methodology/approach – Strauss & Corbin’s grounded theory approach was used to uncover HRPs role perceptions. Narrative and respondent in-depth interviews were conducted with HRPs and revealed an evolving HR role that clashed with perceived target and senior management role expectations. Findings – This research has revealed a theoretical model of the progressive role HRPs play in bullying situations. The authors discovered HRPs play several important roles in bullying situations and they link these roles in a temporal and situational manner. They first play the role of first, a trust listener; second, an objective, neutral third-party investigator; third, a management advisor; and fourth, a mediator/trainer/coach. Throughout this role execution they also became an emotional laborer. This model was often in contention with the HRP’s perceptions of targets and senior management expectations in bullying situations. Originality/value – This research revealed a more detailed, nuanced view of the roles HRPs play in bullying situations and called existing research on US HRPs and their roles in bullying situations into question. How HRPs view their roles and role expectations is revealing of why and how they deal with allegations of bullying the way they do. This research has practical value for HR, management, targets, and organizations in general.

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Khakimova, Nilufar, Devinder Kaur und Jugindar Singh Kartar Singh. „The Role of Pshological Wellbeing and Personal Resilience towards Successful Expatriate Assignees in High Risk Countries (HRCs)“. International Journal of Psychosocial Rehabilitation 24, Nr. 02 (12.02.2020): 1167–83. http://dx.doi.org/10.37200/ijpr/v24i2/pr200418.

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Caponi, Roberta, Andrea Monforti Ferrario, Luca Del Zotto und Enrico Bocci. „Hydrogen refueling station cost model applied to five real case studies for fuel cell buses“. E3S Web of Conferences 312 (2021): 07010. http://dx.doi.org/10.1051/e3sconf/202131207010.

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Hydrogen Refueling Stations (HRS) are a key infrastructure to the successful deployment of hydrogen mobility. Their cost-effectiveness will represent an increasingly crucial issue considering the foreseen growth of vehicle fleets, from few captive fleets to large-scale penetration of hydrogen vehicles. In this context a detailed, component-oriented cost model is important to assess HRS costs for different design concepts, layout schemes and possible customizations, respect to aggregate tools which are mostly available in literature. In this work an improved version of a previously developed component-oriented, scale-sensitive HRS cost model is applied to 5 different European HRS developed within the 3Emotion project with different refueling capacities (kgH2/day), hydrogen supply schemes (in-situ production or delivery), storage volumes and pressures and operational strategies. The model output allows to assess the upfront investment cost (CAPEX), the annual operational cost (OPEX) and the Levelized Cost of Hydrogen (LCOH) at the dispenser and identify the most crucial cost components. The results for the five analyzed HRS sites show an LCOH at the nozzle of around 8-9 €/kg for delivery based HRSs, which are mainly dominated by the H2 retail price and transport service price and around 11-12 €/kg for on-site producing HRS, for which the electrolyzer CAPEX and electricity price plays a key role in the cost structure. The compression, storage, and dispensing sections account for between 1-3 €/kg according to the specific design & performance requirements of the HRS. The total LCOH values are comparable with literature, standard market prices for similar scale HRSs and with the 3Emotion project targets.

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Jesuthasan, Ravin. „HR’s new role: rethinking and enabling digital engagement“. Strategic HR Review 16, Nr. 2 (10.04.2017): 60–65. http://dx.doi.org/10.1108/shr-01-2017-0009.

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Purpose This paper aims to explore how a new industrial revolution with digital technology at its core is disrupting the workplace. It shares how HR has an opportunity to use data and digital technologies to reinvent how organizations engage with their workforce. It answers the question of how HR pivots from its legacy focus on compliance and being a steward of employment to the work and helping the organization strengthen its connection with its workers through improved digital engagement. Design/methodology/approach The paper is based on Willis Towers Watson thought leadership and references recent findings from their research. Findings The paper explores how digital technologies have changed how workers connect with their co-workers and the organization. In addition, it examines how digital technologies are changing how work gets done. Research limitations/implications The paper is not exclusively based on research. Practical implications The paper explores how digital technologies drive engagement, HR’s role as steward of the work and enabler of digital engagement and best practices for enabling digital engagement in the modern workplace. Originality/value This paper fulfills a need to assist HR leaders in thinking through the implications of the future of work and how digital technologies will shape that future.

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Singh, Dr Dhanveer. „To Study the Role of 48 Hrs Continuous Intravenous Insulin Infusion in Patients of Diabetic Neuropathy“. Journal of Medical Science And clinical Research 04, Nr. 12 (12.12.2016): 14551–56. http://dx.doi.org/10.18535/jmscr/v4i12.42.

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Beech, Nick, Jeff Gold, Susan Beech und Tricia Auty. „Speaking right: HRDs role in mediating good boardroom conversations“. European Journal of Training and Development 44, Nr. 2/3 (12.12.2019): 259–77. http://dx.doi.org/10.1108/ejtd-04-2019-0066.

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Purpose This paper aims to explore the impact discourse has on decision making practices within the boardroom and considers how personal proficiency in micro-language use can enhance an individual’s personal efficacy in influencing boardroom decisions. The work uses Habermas’ theory of communicative action to critique board talk, highlighting the need for greater understanding of the power of everyday taken for granted talk in strategy shaping. It illuminates the contribution that human resource development (HRD) professionals can make to the management of such behaviour and minimising dysfunctional behaviour and enabling effective boardroom practices. Design/methodology/approach Traditional governance theory from a business and organisational perspectives are provided before considering the boardroom environment and HRD’s role. The authors undertake ethnographic research supported by conversation analysis to explore how directors use talk-based interpersonal routines to influence boardroom processes and enact collective decision making. The authors provide one extract of directors’ talk to illustrate the process and demonstrate what the data “looks like” and the insights it holds. Findings The analysis suggests that the established underlying assumptions and rationale ideologies of corporate governance are misplaced and to understand the workings of corporate governance HRD academics and professionals need to gain deeper insight into the employment of talk within boards. Armed with such insights HRD professionals can become more effective in developing strategies to address dysfunctional leadership and promote good governance practice throughout their organisation. Social implications The work raises a call for HRD to embrace a societal mediation role to help boards to become a catalyst for setting good practice which is strategically aligned throughout the organisation. Such roles require a more dialogical, strategic and critical approach to HRD, and professionals and academics take a more holistic approach to leadership development. Originality/value The paper considers the role of the development of HRD interventions that both help individuals to work more effectively within a boardroom environment and support development to shape a boardroom culture that promotes effective governance practice by influencing boardroom practice thereby promoting strong governance and broad social compliance throughout the organisation.

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Mahajan, Goldy, und Prof Versha Mehta. „HRMS: IS THE ROLE CHANGING FROM BEING ADMINISTRATIVE TO STRATEGIC?“ INTERNATIONAL JOURNAL OF COMPUTERS & TECHNOLOGY 3, Nr. 1 (01.08.2012): 133–39. http://dx.doi.org/10.24297/ijct.v3i1b.2755.

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Human Resource Management System (HRMS) seems to matter for Human Resource Management (HRM) in the current digital economy. Many firms transform their HRM functions from the manual work processes to the computerized work processes. Information technology is expected to drive Human Resource (HR)'s transition from a focus on Human Resource Management (HRM) to Strategic Human Resource Management (SHRM). This strategic role not only adds a valuable dimension to the HR function, but also changes the competencies that define HR professional and practitioner success. Interestingly, an HRMS is utilized for administrative purposes rather than analytical purposes. The study focused on the implementation of HRMS in the J&K BankÂ and attempts to investigate whether Human Resource Management Systems have reached the strategic potential in HR department or not.

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Shah, KZ, N. Begum, MS Ali, M. Hossain und P. Ahmed. „Role of HRUS in Detection and Localization of Foreign Bodies“. TAJ: Journal of Teachers Association 23, Nr. 1 (01.06.2010): 33–37. http://dx.doi.org/10.3329/taj.v23i1.41129.

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Prick injuries with metallic and non-metallic foreign body are commonly encountered cases in surgery and orthopedics OPD. Detection and localization is difficult task with conventional radiography. Ultrasonography, CT and MRI are other modes of evaluation but CT and MRI are expensive and not easily available.About 35 patients were evaluated with USG (7.5-10 MHz Linear probe) and X-ray for clinically suspicious non-radiopaque foreign body in soft tissue and extremities. Clinical presentation, symptoms anatomical location, and foreign body retrieved after surgery were recorded. X-ray detect only 3 foreign bodies where as HRUS detected 34 patient. Most of the cases FBs were present in ankle and foot. Majority of the foreign bodies were plant thorn and wood pieces. Plain X-ray is not sensitive for detection of non-radiopaque foreign bodies but USG is sensitive and specific for detection and localization in that cases. TAJ 2010; 23(1): 33-37

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Smedley, David, und Andrew Rayment. „Time for change – HR’s role in eradicating workplace sexual harassment“. Strategic HR Review 17, Nr. 2 (09.04.2018): 85–90. http://dx.doi.org/10.1108/shr-01-2018-0004.

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Purpose In the space of just a few months or so, there has been nothing short of a tectonic shift in the expected approach to sexual harassment allegations especially where the alleged harasser is in a position of power in relation to the accuser. The allegations against Harvey Weinstein, MPs and other public figures together with the #metoo campaign arguably mark a step change in public perception. HR professionals are no strangers to this issue. The authors look at what, if anything, has changed when handling sexual harassment complaints in the workplace. Design/methodology/approach The authors examine whether this is just a media news story or is it backed up by evidence. They look at statistics from a Trades Union Congress (TUC) survey and the Everyday Sexism Project. The authors define “what is sexual harassment” from a legal view point and provide advice to HR professionals in dealing with such complaints and in examining risk to their organisation. Findings There are solid business and ethical reason to stamp out discriminatory practices. Organisations with good equality and diversity practices are in a good position but should guard against complacency. Originality/value The allegations against Harvey Weinstein, MPs and other public figures together with the #metoo campaign arguably mark a step change in public perception. HR professionals are no strangers to this issue. Time spent examining your organisation’s vulnerability to such claim and refreshing your knowledge could be time well spent when considering the potential costs and reputational damage of a case.

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Samy, Nayra, Rasha Abd El Aziz, Marwa Tarek und Miran Ismail. „HRIS Mediating Role the Relationship between TOE and Decision Making“. Technology and Investment 14, Nr. 01 (2023): 1–21. http://dx.doi.org/10.4236/ti.2023.141001.

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Gorman, Bob. „HR’s role in developing brand personality ‐ An interview with Diane Gayeski“. Strategic HR Review 4, Nr. 3 (März 2005): 20–23. http://dx.doi.org/10.1108/14754390580000605.

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Burton, James P., John E. Butler und Richard T. Mowday. „Lions, tigers and alley cats: HRM's role in Asian business development“. Human Resource Management Review 13, Nr. 3 (September 2003): 487–98. http://dx.doi.org/10.1016/s1053-4822(03)00047-0.

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Ortega-Cotto, Nelka, Raidah Bhuyan, Charles LaGrand und Cam Caldwell. „Strategic Human Resource Management – Distinguishing between the Urgent and the Important“. Business and Management Research 12, Nr. 1 (13.11.2022): 1. http://dx.doi.org/10.5430/bmr.v12n1p1.

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The purpose of this paper is to identify the importance of Human Resource Professionals (HRPs) understanding the importance of their strategic contribution to their organizations and the seven strategic roles that guide them in utilizing their time effectively. Although Human Resource Management (HRM) can play a vital strategic role in enhancing the effectiveness of organizations, the professionals who perform those roles often struggle due to the many demands placed on their time. The ability of HRPs to differentiate between activities that are urgent demands and those that are truly important is often difficult. Understanding the difference between the urgent and the important can be facilitated if HRPs focus on seven strategic roles identified herein that are critical to the contributions that HRM can make to the success of organizations. The paper identifies eight common pitfalls to effective strategic HRM.

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Da Cunha-Bang, Caspar, Klaus Rostgaard, Jacob Simonsen, Christian H. Geisler, Henrik Hjalgrim, Henrik Frederiksen, Kirsten Grønbæk und Carsten Utoft Niemann. „Increased Risk of Second Hematological and Non-Hematological Malignancies in CLL Patients Treated with Chemotherapy As Compared to Untreated Patients and Matched Controls - Results from a Danish Population Based Study“. Blood 128, Nr. 22 (02.12.2016): 3219. http://dx.doi.org/10.1182/blood.v128.22.3219.3219.

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Abstract Background The management of chronic lymphocytic leukemia (CLL) is in rapid transition and tailored individual therapy is a likely future scenario for those needing treatment. Previous studies of CLL have revealed an increased risk of second cancers. The underlying mechanisms are unclear, but may involve shared risk factors, weakened immune surveillance, and chemotherapy exposure. However, little is known about the impact of CLL treatment on second cancer risk. We followed Danish population-based cohorts of treated and untreated CLL patients and compared their risk of second cancers with that of matched controls. Methods All patients registered with a diagnosis of CLL in the Danish Cancer Registry 2002-2013 were included in the analyses. For each CLL patient, we randomly selected 50 CLL-free control persons matched on age and gender from the general population. Patients and controls were followed for new cancers registered in the Danish Cancer Registry 2002-2013 using ICD10 codes. Information about CLL treatment was available from The Danish National Patient Registry allowing us to stratify patients accordingly. Follow up of the patients and controls were done separately for each cancer type without competing risk. Adjusted hazard ratios (HR) and 95% confidence intervals (95%CI) for new cancers by time since CLL diagnosis /matching date for controls were calculated using Cox regression analyses. Results Overall, 4,919 CLL patients with a median person-years of follow-up (PYFU) of 3.9 and 245,877 controls with a median PYFU of 4.6 were included. During follow-up, a total of 694 new malignancies, 54 hematological (excluding CLL) and 640 non-hematological, were registered among the CLL patients (eight patients developed both hematological and non-hematological malignancies). This corresponded to increased relative risks for combined groups of hematological (HR, 1.3; 95% CI, 1.0 to 1.7) and of non-hematological (HR, 1.4; 95% CI, 1.3 to 1.5) cancers, respectively, compared to the controls. Chemotherapy treatment was registered for 1,664 (34%) of the CLL patients during follow-up, and this was accompanied by increased relative risks of both hematological cancers excluding CLL (HR, 2.7; 95% CI, 1.9 to 4.1) and non-hematological cancers (HR, 1.8; 95% CI, 1.6 to 2.1). In contrast, risks of hematological cancer were not increased (HR, 0.9; 95% CI, 0.6 to 1.3) and risk of non-hematological cancers only slightly increased (HR, 1.3; 95% CI, 1.1 to 1.4), among untreated CLL patients. In site-specific analyses the increased risk among treated CLL patients pertained to Hodgkin and non-Hodgkin lymphomas, myelodysplastic syndrome, lung, skin, and thyroid cancer with HR's ranging from 1.8 to 13.3. Conclusions CLL patients treated with chemotherapy are at increased risk of other hematological and non-hematological malignancies. Increased awareness and possibly cancer screening programs are warranted for CLL patients receiving chemotherapy. Detailed analyses of the role of different types of CLL specific treatments on risk of second cancers based on the Danish Cancer Registry, the Danish National Patient Registry and the Danish National CLL Registry are ongoing. Disclosures Geisler: Roche: Consultancy; Janssen: Consultancy; Celgene: Consultancy; Sanofi: Consultancy. Niemann:Abbvie: Research Funding; Roche: Consultancy; Gilead: Consultancy; Abbvie: Consultancy; Janssen: Consultancy.

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Kush Dugad, Satish Pathak und Rajul Rastogi. „Role of high resolution ultrasonography in leprosy“. Asian Journal of Medical Sciences 13, Nr. 11 (01.11.2022): 246–53. http://dx.doi.org/10.3126/ajms.v13i11.46820.

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Background: Ultrasonography is a safe and cost-effective modality to assess gross morphological changes in nerves non-invasively. Early diagnosis will allow the early institution of therapy and arrest the progression of the disease thus, helping in decreasing disabilitygrading. Aims and Objectives: The aim of the study was to assessing the role of high resolution ultrasonography (HRUS) in leprosy. The objectives of the study were to detect sonographic changes in nerves in leprosy patients, and to detect neural complications by sonography in leprosy patients. Materials and Methods: The study was conducted over 18 months from the year 2020–2021 at ‘Teerthanker Mahaveer Medical College and Research Centre, Moradabad. A total of 37 patients were included in our study. HRUS was performed on the bilateral ulnar nerve (UN), median nerve (MN), radial nerve (RN), lateral popliteal (LPN) nerve, and posterior tibial nerve (PTN) to see the following parameters: Nerve thickening, echogenicity, color flow, and abscess. Results: The UN was most frequently involved followed by the PTN, MN, LPN, and RN. Diagnostic performance of HRUS for echogenicity was good with sensitivity, positive predictive value, and accuracy and was observed as 91.17%, 100%, and 91.17%, respectively. Conclusion: HRUS has several benefits in leprosy scanning; it is a reliable and non-invasive method of assessing alternations in the nerve at sites that may be difficult to be biopsied for histology.

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Shaikh, Madiha, Mohsin Diwan und Ramesh Kumar. „Role of HRIS and Knowledge Sharing Behaviour towards Innovation Capability: Moderating role of Organizational Citizenship Behaviour“. Journal of Entrepreneurship, Management, and Innovation 3, Nr. 2 (20.07.2021): 237–61. http://dx.doi.org/10.52633/jemi.v3i2.75.

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The objective of the study was to examine the impact of HRIS usage and knowledge sharing behaviour on the innovation capability of banking sector employees. The study also investigated the moderating role of organizational citizenship behaviour in the effect of HRIS usage and knowledge sharing behaviour on innovation capability. Resource-Based View and Organizational Citizenship Behaviour theories are applied in this research. This study is based on a quantitative approach for data collection and the data was examined using a correlational research design. The target population of this study is based on the employees of private banks of Karachi, Pakistan. The sample size was 187 responses which were analyzed using linear regression. The results showed that human resource information system usage has a positive and significant effect on employee’s innovation capacity. Similarly, knowledge-sharing behaviour was also found positive but had an insignificant effect on employee’s innovation capacity. The results also demonstrated that organizational citizenship behaviour has a positive and significant moderated effect on the relationship of human resource information systems and employee’s innovation capacity and in the relationship between knowledge-sharing behaviour and employee’s innovation capacity. This study provides a model to management leaders and practitioners who can look into employees’ creative capabilities and leverage them. The study suggests that certain actions need to be implemented by top management to foster a positive attitude towards employees' innovation capacity through proper HRIS usage and knowledge-sharing behaviour over the span of time. Lastly, implications and avenues for future research are also suggested at the end of the paper.

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Xiao, Yunyu, und Wenhua Lu. „Cumulative Health Risk Behaviors and Adolescent Suicide: The Moderating Role of Future Orientation“. American Journal of Health Behavior 43, Nr. 6 (01.11.2019): 1086–102. http://dx.doi.org/10.5993/ajhb.43.6.7.

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Objectives: In this study, we investigated the association between cumulative health risk behaviors (HRBs) and adolescent suicidal behaviors and the moderating effect of future orientation. Methods: We used data were from 4255 adolescents in grades 9th-12th participating in the National Longitudinal Study of Adolescent Health (Wave I-II). We computed a cumulative HRB index by using 14 HRB indicators covering diet, physical activity, sleep, social media use, safety behaviors, and substance use. We used multilevel mixed-effect logistic regressions to analyze associations among cumulative HRBs, future orientation, and suicidal behaviors, adjusting for sociodemographic characteristics, depression, and complex survey design. We included 3-way interaction terms to explore moderation effect. Results: Cumulative HRBs significantly increased the odds of suicidal ideation (AOR = 1.27, 95% CI = [1.17, 1.37], p <. 001) and suicide attempts (AOR=1.26, 95% CI = [1.09, 1.46], p <. 01) across time. Future orientation moderated the associations between cumulative HRBs and suicide attempts differently across race/ethnicity. Engaging more than 4 cumulative HRBs, black adolescents with low future orientation had significantly higher risks of suicide attempts than those with high future orientation. Conclusions: Findings underline cumulative HRBs as significant risk factors for adolescent suicidal behaviors longitudinally. Suicide interventions targeting HRBs could benefit from nurturing future orientation.

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Cotran, Khalil, Ursula Buchmeiser, Jean‐Luc Seguin und BillPelster. „HR’s role in implementing JTI’s global ERP system: How HR’s focus on change management was key to a successful ERP project“. Strategic HR Review 4, Nr. 5 (Juli 2005): 24–27. http://dx.doi.org/10.1108/14754390580000818.

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