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Journal articles on the topic 'Economics Church personnel management'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

Kharitonova, Y. E. "DOCUMENTARY EVIDENCE OF HISTORY OF ECONOMIC RELATIONSHIPS BETWEEN THE WHITE SEA MONASTERIES AND PEASANT COMMUNITIES AT THE TURN OF THE 19TH/20TH CENTURY." Northern Archives and Expeditions 5, no. 2 (June 30, 2021): 150–58. http://dx.doi.org/10.31806/2542-1158-2021-5-2-150-158.

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The article examines the history of economic relationships between Orthodox monasteries on the White Sea coast and peasant communities at the turn of the 19th/20th century. The White Sea monasteries are combined into a single group by researchers due to their geographic location and development of particular historical trends and activities as a result. The study is based on documents from regional archives related to records management, economic and administrative activities, as well as oral historical sources. The attempt is made to explore characteristics of the White Sea monasteries’ economic impact on the Pomor settlements historically linked to them. The research methodology is based on the historical and anthropological concept. Its problematic field highlights the process of interaction between the White Sea monasteries and peasant communities over the period in question, facilitating the identification of positive mutual influence and problems arising in the course of bilateral activities. Critical and comparative analysis of sources as well as source studies synthesis are applied as methods to analyze documents in a comprehensive way. The research novelty is attributable to previous insufficient information about economic interaction between the White Sea monasteries and Pomor communities over the period in question. Joint economic activities of the monasteries and peasant communities were useful for local population and contributed to resolution to certain social and economic matters. The Pomors developed trades, demanded by the needs of monasteries’ economic activity, such as carrier services, pearling, spinning, seasonal work. Joint activities led to the emerging of effective arrangements, qualified personnel, that served as a social stabilizer and united economic efforts of the Church as represented by the White Sea monasteries and the state as represented by peasant communities.

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2

Gerhart, Barry, and Edward P. Lazear. "Personnel Economics." Industrial and Labor Relations Review 51, no. 2 (January 1998): 338. http://dx.doi.org/10.2307/2525232.

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3

Gerhart, Barry. "Book Review: Human Resources, Management, and Personnel: Personnel Economics." ILR Review 51, no. 2 (January 1998): 338–40. http://dx.doi.org/10.1177/001979399805100221.

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4

Polevaya, Marina V. "TRAINING ON PERSONNEL MANAGEMENT AND LABOR ECONOMICS." Statistics and Economics, no. 3 (January 1, 2016): 2–6. http://dx.doi.org/10.21686/2500-3925-2016-3-2-6.

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5

Gunderson, Morley. "Economics of personnel and human resource management." Human Resource Management Review 11, no. 4 (December 2001): 431–52. http://dx.doi.org/10.1016/s1053-4822(01)00048-1.

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6

Sinclair-Desgagné, Bernard. "Green human resource management – A personnel economics perspective." Resource and Energy Economics 66 (November 2021): 101261. http://dx.doi.org/10.1016/j.reseneeco.2021.101261.

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7

Kasymova, N. "Concepts of Innovative Personnel Management." World Economy and International Relations, no. 3 (2013): 62–67. http://dx.doi.org/10.20542/0131-2227-2013-3-62-67.

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The article is devoted to analysis of formation of the theory of “scientific management” (end of XIX – beginning of XX century). The focus is made on the evolution of innovative concepts of personnel management that fully developed in XX century. Also, the author deals with the differences between American and Japanese schools of management.

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8

Backes-Gellner, Uschi. "Personnel Economics: An Economic Approach to Human Resource Management." management revu 15, no. 2 (2004): 215–27. http://dx.doi.org/10.5771/0935-9915-2004-2-215.

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9

Kaufman, B. E. "Personnel/Human Resource Management: Its Roots as Applied Economics." History of Political Economy 32, Suppl 1 (January 1, 2000): 227–56. http://dx.doi.org/10.1215/00182702-32-suppl_1-227.

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10

García, María Purificación. "Protocols on personnel management in local administration." International Review on Public and Nonprofit Marketing 5, no. 1 (April 16, 2008): 87–88. http://dx.doi.org/10.1007/s12208-008-0008-3.

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11

Rullière, Jean‐Louis, and Marie‐Claire Villeval. "Introduction Personnel economics: theoretical perspectives and empirical evidence." International Journal of Manpower 24, no. 7 (November 2003): 743–49. http://dx.doi.org/10.1108/01437720310502104.

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12

Митрофанова, Elena Mitrofanova, Эсаулова, and Irena Esaulova. "Personnel Costs Management in an Organization (Lecture 4)." Management of the Personnel and Intellectual Resources in Russia 3, no. 6 (December 15, 2014): 41–48. http://dx.doi.org/10.12737/7299.

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The paper continues the compendium of lectures on “Personnel Management Economics” under the Bachelor-degree program. The concept of «personnel costs» is defi ned, personnel costs are classifi ed. Examined are factors, determining the size of an organization’s personnel costs. The system of personnel costs management is characterized in terms of its essence and constituents, the objective of personnel costs management is clarifi ed, ways to manage it are revealed. Also specifi ed is how to manage and control various categories of personnel costs, such as payroll costs, training costs, costs of a company’s social commitments and social safeguard.

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13

Митрофанова and Elena Mitrofanova. "Valuation of Personnel Management Services (Lecture 9)." Management of the Personnel and Intellectual Resources in Russia 4, no. 5 (October 19, 2015): 55–59. http://dx.doi.org/10.12737/14958.

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This article continues the abstract of lectures on the subject «Economics Personnel Management» program bachelor. The article reveals the essence and purpose of the evaluation of the Human Resources Department. The main indicators to assess the effectiveness of personnel management are presented. The article describes the methods to assess the effectiveness of personnel management, including expert assessment, HRbenchmarking, analysis of human resources, personnel audit, key performance indicators, management by objectives, methodology ROI.

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14

Kandel, Eugene, and Neil D. Pearson. "Flexibility versus Commitment in Personnel Management." Journal of the Japanese and International Economies 15, no. 4 (December 2001): 515–56. http://dx.doi.org/10.1006/jjie.2001.0482.

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15

Di Liberto, Maryann J. F., and Aygül Özkaragöz. "A labor management paradox: Unexpected consequences from churing personnel." International Advances in Economic Research 8, no. 3 (August 2002): 262–63. http://dx.doi.org/10.1007/bf02297969.

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16

Lazear, Edward P., and Kathryn L. Shaw. "Personnel Economics: The Economist's View of Human Resources." Journal of Economic Perspectives 21, no. 4 (November 1, 2007): 91–114. http://dx.doi.org/10.1257/jep.21.4.91.

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Personnel economics drills deeply into the firm to study human resource management practices like compensation, hiring practices, training, and teamwork. Why should pay vary across workers within firms—and how “compressed” should pay be within firms? Should firms pay workers for their performance on the job or for their skills or hours of work? How are pay and promotions structured across jobs to induce optimal effort from employees? Why do firms use teams and how are teams used most effectively? How should all these human resource management practices, from incentive pay to teamwork, be combined within firms? Personnel economists offer new tools to analyze these questions—and new answers as well.

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17

Dilger, Alexander. "Personnel Economics: Strengths, Weaknesses and Its Place in Human Resource Management." management revu 22, no. 4 (2011): 331–43. http://dx.doi.org/10.5771/0935-9915-2011-4-331.

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18

Митрофанова and Elena Mitrofanova. "Audit Staff in the Personnel Management System of the Organization (Lecture 5)." Management of the Personnel and Intellectual Resources in Russia 4, no. 3 (June 17, 2015): 47–55. http://dx.doi.org/10.12737/12094.

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This article continues the abstract of lectures on discipline «Economics of personnel management» for bachelor degree programme. The article reveals the essence and purpose of audit personnel and the personnel management system. The basic directions of audit staff. The content of the principles of audit staff, the characteristic of the methods of audit staff. Consistently shown the content of the main stages of audit personnel and the personnel management system: phase of goal setting, the preparatory stage, the stage of analysis and evaluation of the personnel management system for a certain period or in dynamics, the stage of formation of a set of recommendations for improving the system of personnel management. Keywords: audit staff, the direction of audit staff, audit personnel, personnel management, methods, audit staff, audit staff, audit report.

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19

Břečková, Pavla, and Karel Havlíček. "Leaders Management and Personnel Controlling in SMEs." EUROPEAN RESEARCH STUDIES JOURNAL XVI, Issue 4 (November 1, 2013): 3–14. http://dx.doi.org/10.35808/ersj/399.

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20

Aparicio-Valverde, Mireia, M. Dolors Celma, and M. Dels Àngels Gil. "Single european currency: Effects on firm structure and personnel management." International Advances in Economic Research 3, no. 3 (August 1997): 245–54. http://dx.doi.org/10.1007/bf02294911.

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21

Rosen, Sherwin. "Book Review: Human Resources, Personnel, and Organizational Behavior: Organizational Economics." ILR Review 42, no. 4 (July 1989): 681–82. http://dx.doi.org/10.1177/001979398904200421.

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22

Grund, Christian, Alex Bryson, Robert Dur, Christine Harbring, Alexander K. Koch, and Edward P. Lazear. "Personnel economics: A research field comes of age." German Journal of Human Resource Management: Zeitschrift für Personalforschung 31, no. 2 (January 16, 2017): 101–7. http://dx.doi.org/10.1177/2397002216684998.

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The application of economic theory and principles to firms’ human resource problems is commonplace today. Personnel economics has come a long way since its early days in the late 1970s and 1980s, when scholars developed its theoretical foundations. In this contribution and introduction to the Special Issue ‘Advances in personnel economics’ of the German Journal of Human Resource Management, we would like to illustrate the origins of the field, outline how personnel economics relates to other research areas, describe major developments in the field and address its future challenges.

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23

SULLIVAN, DENNIS H. "SIMULTANEOUS DETERMINATION OF CHURCH CONTRIBUTIONS AND CHURCH ATTENDANCE." Economic Inquiry 23, no. 2 (April 1985): 309–20. http://dx.doi.org/10.1111/j.1465-7295.1985.tb01767.x.

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24

Agafonova, Valentina V. "Use of corporate information systems in economics and management." Vestnik of Samara University. Economics and Management 11, no. 4 (December 30, 2020): 7–11. http://dx.doi.org/10.18287/2542-0461-2020-11-4-7-11.

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Recently, interest in corporate information systems is constantly growing. If yesterday such information systems attracted the attention of a rather narrow circle of managers, now the problems of computerization of the economic and management processes of companies have become relevant for almost everyone. This is due not only to the requirements of the dynamic development of the economy, but also by the fact that today companies already have significant experience in using software products of various classes. The article discusses the functionality of corporate information systems, the accumulated foreign and domestic experience of their use and development prospects. The educational component is touched upon, which is development and associated with the use of corporate information systems and technologies in economics and management. For information technology to be used, you need to know their full potential. As a result, the management of the companies pay great attention to personnel training, as well as monitoring the latest developments in the field of information and communication technologies. This is necessary for the formation of personnel knowledge about the entire set of actions on economic information, which is carried out with the help of computer technology and appropriate software to obtain the optimum required result.

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25

IANNACCONE, LAURENCE R., ROGER FINKE, and RODNEY STARK. "DEREGULATING RELIGION: THE ECONOMICS OF CHURCH AND STATE." Economic Inquiry 35, no. 2 (April 1997): 350–64. http://dx.doi.org/10.1111/j.1465-7295.1997.tb01915.x.

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26

Siegel, Gilbert B. "Outsourcing Personnel Functions." Public Personnel Management 29, no. 2 (June 2000): 225–36. http://dx.doi.org/10.1177/009102600002900205.

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One of the more recent “hot button” issues in our field is that of outsourcing all or some human resource (HR) functions whether by fee for service or contract. Advocates from the field of Public Choice Economics assume and, in many cases, economically substantiate the case for privatization of governmental functions.1 Even though these economists demonstrate an underlying anti-government bias, their basic argument with supply of government services is “that agencies should compete to provide citizens with goods and services instead of acting like monopolies under the influence of organized pressure groups.”2 Responsiveness to the needs of individual citizens (or to governmental units to be served by staff agencies, for that matter) is best obtained by competing within markets, with the result of economic choices by clientele between competing services. From this market environment economies in resource allocation and efficiency and effectiveness in operations are said to result. Public Choice Economists would also include simulation of market forces by introducing competition, possibly within the same department, governmental jurisdiction, or between other public, profit or nonprofit providers.3 This essay departs from an article by Robert J. Agresta.4 He argues for an extension of the Public Choice approach from one of “citizen-customers being empowered to select freely among providers of a service—whether it is schools or health care (with vouchers) or groceries (with food stamps)—and have control over the resources needed to acquire the service…”,5 to the same market relationship between central administrative (staff or auxiliary staff) agencies and the line units to which they provide services. While Agresta writes of building choice into any line-staff relationships, this article is concerned with HR service supply alternatives and alternative modes for their delivery.

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27

Boyko, B. Ye. "The role of the clergy of the Volyn diocese in the management and preservation of church records." Ukrainian Religious Studies, no. 45 (March 7, 2008): 127–34. http://dx.doi.org/10.32420/2008.45.1904.

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In the mid-decade, researchers have been researching large scale scientific studies on major archival documents. Certain things could be said about the emergence of trends that produce books of historical and religious personnel in the format of published archival files, which first appear when introduced: the opening of an archive, the preservation of the regime of inaccessible funds that allow scientists to access primary sources. In connection with this topic, this study is relevant and relevant.

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28

Amodio, Francesco, and Miguel A. Martinez-Carrasco. "Input Allocation, Workforce Management and Productivity Spillovers: Evidence from Personnel Data." Review of Economic Studies 85, no. 4 (January 30, 2018): 1937–70. http://dx.doi.org/10.1093/restud/rdy010.

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29

Lobanova, Liudmila, Airina Palekaitė, and Justė Radzevičiūtė. "COMPETENCES OF HUMAN RESOURCE MANAGEMENT: EXPECTATIONS AND REALITY." Ekonomika 86 (January 1, 2009): 22–41. http://dx.doi.org/10.15388/ekon.2009.0.1057.

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The competence of human resources specialists becomes more important nowadays due to the knowledge-based development of society and economics. It affects not only the quality of their own work, but also the efficiency, capacity and motivation of all the employees in an organization. The article deals with the composition of competences of human resources management, the profiles, responsibilities and functions of personnel managers. By means of theoretical studies and empirical research, the functions of personnel management and the related competences have been analysed with the aim to reveal employees’ expectations regarding personnel managers. The analysis has revealed the current situation in organizations. The results of the empiric research have shown which actions of the personnel management that refer to the competence of human resources management are most acceptable by the employees and how they are affected by these actions.p>

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30

Lazear, Edward P., and Paul Oyer. "Internal and external labor markets: a personnel economics approach." Labour Economics 11, no. 5 (October 2004): 527–54. http://dx.doi.org/10.1016/j.labeco.2004.01.001.

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31

Кожевникова, Л., L. Kozhevnikova, И. Старовойтова, and I. Starovoytova. "The Problem of Multi-Level Ethical Regulation in Personnel Management." Management of the Personnel and Intellectual Resources in Russia 8, no. 4 (October 31, 2019): 11–15. http://dx.doi.org/10.12737/article_5d7b8b914f4079.44771785.

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The article is devoted to methodological problems of personnel management: the problem of ethical values in the management of an organization, the problem of the relationship between ethics and economics, the problem of synthesizing positive and normative approaches within the framework of economics, the problem of balancing the basic values of the work ethic of an ethnos and socio-economic institutional factors of modern society. A classifi cation of ethical dilemmas in the organization is proposed: dilemmas at the individual level (professional ethics of the personnel manager), at the organizational level (ethics of the organization) and at the social level (economic ethics). The article shows the new ethical problems to which the spread of new information and communication technologies leads. The authors conclude that the humanistic economic theory of a civilized society has been developing.

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32

Weickhardt, George G. "Muscovite Law on Monasteries." Russian History 39, no. 1-2 (2012): 13–41. http://dx.doi.org/10.1163/187633112x627193.

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The author surveys Muscovite law regulating monasteries, focusing on which courts exercised jurisdiction over monasteries and the legal right to appoint or remove superiors of monasteries. Throughout the Muscovite period secular courts had jurisdiction over lawsuits involving claims to land brought by or against monasteries, and this jurisdiction was confirmed in the 1550 Sudebnik. Lawsuits involving “spiritual matters” were heard by church courts, and the Stoglav confirmed the church courts’ jurisdiction over lawsuits brought by laymen against monastic personnel. The Stoglav also gave the tsar a veto over the appointment of monastic superiors, but many secular officials, prelates and the brothers themselves had influence and authority over the choice of a candidate. While the Stoglav and actual practice required that the brothers obey the superior, there is much evidence that in the management of monasteries the superior sought the consensus of his council of elders. Chapter 13 of the 1649 Ulozhenie constituted a major change in the law. It confided jurisdiction over lawsuits against monasteries and their personnel to a state chancellery staffed by lay judges. The 1666-1667 Church Council, however, restored the jurisdiction of church courts to where it had been prior to 1649. Although the law was unstable throughout the Muscovite period, the monasteries continued to exercise some measure of legal autonomy from the state.

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33

Brewer, Dominic J. "Book Review: Human Resources, Management, and Personnel: Essays on the Economics of Education." ILR Review 48, no. 3 (April 1995): 595–96. http://dx.doi.org/10.1177/001979399504800326.

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34

Johnstone, Karla M., and Jean C. Bedard. "Risk Management in Client Acceptance Decisions." Accounting Review 78, no. 4 (October 1, 2003): 1003–25. http://dx.doi.org/10.2308/accr.2003.78.4.1003.

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This paper examines whether risk-management strategies (specifically, the use of specialist personnel and higher billing rates) moderate the effect of risk on client acceptance decisions, thereby assisting auditors in bringing prospective client relationships to acceptable risk/return levels. We propose a conceptual model of the client acceptance decision process, and use archival data on one firm's actual client acceptance decisions to test the model. Our results demonstrate the selective use of risk-management strategies in the client acceptance decision, based on the nature of the risks present for each particular client. Specifically, plans to charge a higher billing rate are associated with a reduction in the negative relationship between client acceptance likelihood and both going-concern risk and public trading status, and plans to assign specialist personnel are associated with a reduction in the negative relationship between client acceptance likelihood and both fraud risk and error risk. Therefore, we provide evidence that while risky clients are less likely to be accepted overall, the application of particular risk-management strategies to particular risks increases the likelihood of accepting such clients.

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35

Spencer, David A. "Getting personnel." Work, Employment and Society 25, no. 1 (March 2011): 118–31. http://dx.doi.org/10.1177/0950017011401165.

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36

Andaya, Barbara Watson. "Between Empires and Emporia: The Economics of Christianization in Early Modern Southeast Asia." Journal of the Economic and Social History of the Orient 53, no. 1-2 (2009): 357–92. http://dx.doi.org/10.1163/002249910x12573963244601.

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AbstractStudies of church connections to commercial interests in pre-nineteenth-century Southeast Asia have focused on the Catholic venture in the Spanish Philippines. This article uses a broader and more ecumenical framework to incorporate eastern Indonesia into this discussion by comparing the economic involvement of Spanish, Portuguese, and Dutch missionaries and church personnel. It contextualizes differences in church resources, secular oversight, and motivation, but also argues that clerical involvement with European economic ambitions helped to mark out a path toward the domestication of local Christianity. The perception of foreign priests and ministers as conduits for exploitation encouraged many Southeast Asian Christians to differentiate between the teachings of the religion they had adopted and the ways these teachings had been distorted in support of European control.La recherche de l’Asie du Sud-Est pré-moderne touchant au rapprochement des relations de l’Église d’avec les intérêts commerciaux porte habituellement sur l’entreprise catholiques des Philippines espagnoles. Cette contribution par contre, a un cadre spatial plus vaste et au point de vue religion plus oecuménique. L’étude y inclut l’Indonésie orientale et elle compare la participation économique des missionaires et du clergé, tant espagnols, tant portuguais, tant hollandais. D‘un part les différences des ressources ecclésiales, la supervision des laïques et la motivation cléricale sont étudiées d’après leur contexte, d’autre part la participation du clergé imbu d’ambitions économiques européennes est aussi explorée parce qu‘elle a favorisé les modes locales du christianisme. C’est que l’image des prêtres et des pasteurs rapaces auprès les populations de l’Asie du Sud-Est stimulaient ces peuples à distinguer entre la religion adoptés par eux et la déformation de l’ínstruction religieuse du clergé qui visait à faciliter le contrôle européen.

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37

Schieg, Martin. "RISK MANAGEMENT IN CONSTRUCTION PROJECT MANAGEMENT." Journal of Business Economics and Management 7, no. 2 (June 30, 2006): 77–83. http://dx.doi.org/10.3846/16111699.2006.9636126.

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By adopting risk management, savings potentials can be realized in construction projects. For this reason, for project managers as well as real estate developers, a consideration of the risk management process is worthwhile. The risk management process comprises 6 process steps, which will be discussed in greater detail below. The integration of a risk management system in construction projects must be oriented to the progress of the project and permeate all areas, functions and processes of the project. In this, particular importance is attached to the risks in the personnel area, for, particularly for enterprises providing highly qualified services, specialized employees are essential for market success.

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38

Митрофанова, Elena Mitrofanova, Эсаулова, and Irena Esaulova. "Planning and Budgeting Personnel Costs of the Organization (Lecture 5)." Management of the Personnel and Intellectual Resources in Russia 4, no. 1 (February 17, 2015): 47–53. http://dx.doi.org/10.12737/8129.

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This article continues the abstract of lectures on discipline “Economics of personnel management” under the bachelor program. The article reveals the concept of planning and budgeting personnel costs based on the assessment of the contribution of human resources and staff management system in achieving the objectives of the organization. Presents the stages of the budgeting process in personnel costs. Consistently contents of the main tasks of budgeting personnel costs: evaluation plans for personnel management, evaluation complexity of work to plan implementation in the fi eld of personnel management, the calculation of staff costs and costing of the activities for each planned direction, budget development, staff costs, protection and approval of the budget, the monitoring of budget execution.

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39

Death, Jodi. "Identity, Forgiveness and Power in the Management of Child Sexual Abuse by Personnel in Christian Institutions." International Journal for Crime, Justice and Social Democracy 2, no. 1 (April 30, 2013): 82–97. http://dx.doi.org/10.5204/ijcjsd.v2i1.92.

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The ongoing crises of child sexual abuse by Christian institutions leaders across the Anglophone world continue to attract public attention and public inquiries. The pervasiveness of this issue lends credence to the argument that the prevailing ethos functioning within some Christian Institutions is one which exercises influence to repeatedly mismanage allegations of child sexual abuse by Church leaders. This work draws on semi-structured interviews conducted with 15 Personnel in Christian Institutions (PICIs) in Australia who were identified as being pro-active in their approach to addressing child sexual abuse by PICIs. From these data, themes of power and forgiveness are explored through a Foucaultian conceptualising of pastoral power and ‘truth’ construction. Forgiveness is viewed as a discourse which can have the power effect of either silencing or empowering victim/survivors. The study concludes that individual PICIs’ understandings of the role of power in their praxis influences outcomes from the deployment of forgiveness.

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40

Chernukha, Nadiya, and Nataliia Golovach. "Valuation of professionally important qualities formation for «personnel management and labour economics» undergraduate students." Osvitolohiya, no. 5 (2016): 56–62. http://dx.doi.org/10.28925/2226-3012.2016.5.5662.

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41

Bedrii, Dmytro. "METHOD OF RISK MANAGEMENT OF SCIENTIFIC PROJECT IN CONDITIONS OF UNCERTAINTY AND BEHAVIORAL ECONOMICS." Management of Development of Complex Systems, no. 45 (March 1, 2021): 13–20. http://dx.doi.org/10.32347/2412-9933.2021.45.13-20.

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The success of any project is to achieve the goal, get a unique product and meet the needs of stakeholders. Scientific projects are not an exception to the general rule, but have their own specifics and characteristics, in particular: complexity. The implementation of scientific projects takes place in conditions of complete uncertainty in the development of science, technology and engineering. To ensure the success of scientific projects, integrated risk management of scientific projects in conditions of uncertainty and behavioral economics was proposed. In order to implement it, it is proposed to develop methods of integrated risk management of stakeholders of scientific projects in conditions of uncertainty and behavioral economics, which take into account the assessment of personnel risks, conflicts and behavioral economics, as well as the calculation of "toxicity". These methods will help increase the efficiency of stakeholder management of scientific projects by reducing the negative effects of personnel risks, conflicts and behavioral economics. This study proposes the stages of integrated risk management of stakeholders of scientific projects in conditions of uncertainty and behavioral economics, based on the conceptual model of integrated risk management of scientific project conflicts in behavioral economics and the corresponding mathematical model. In addition, schemes for the implementation of the method of integrated risk management of stakeholders of scientific projects and the method of calculating indicators of "toxicity" of stakeholders of scientific projects are presented. The application of these methods will increase the efficiency of stakeholder management of scientific projects at the stage of initiation in the process of forming a register of project participants. In addition, they will reduce the likelihood of personnel risks, conflicts and behavioral economics associated with stakeholders in the implementation of scientific projects and will ensure the success of their implementation, obtaining a quality product and meeting the needs of stakeholders.

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42

Kaklauskas, Artūras, Edmundas Kazimieras Zavadskas, and Jonas Šaparauskas. "KNOWLEDGE MANAGEMENT AND DECISION MAKING." Technological and Economic Development of Economy 10, no. 4 (December 31, 2004): 142–49. http://dx.doi.org/10.3846/13928619.2004.9637671.

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Knowledge management definitions are presented in the paper. The types of capital acknowledged by modern economics theory and their relationship to knowledge management are investigated. It is emphasized that recently organizations pay more attention to personnel, their knowledge management, but not to technologies, i.e. organizations realize that effective knowledge management is vital to effective existence of a company. Direct relation of knowledge management to decision making is analyzed.

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Свистунов, Vasiliy Svistunov, Кибанов, Ardalon Kibanov, Коновалова, and Valyeriya Konovalova. "Basis for Development of Professional Standard for HR Management Specialist." Management of the Personnel and Intellectual Resources in Russia 3, no. 5 (October 10, 2014): 31–37. http://dx.doi.org/10.12737/5791.

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The article outlines the need to develop professional standards for an HR Manager, the purpose of its development and application, structure, and requirements for its content. HR Manager must have a comprehensive knowledge, formed by the junction of multiple sciences: economics, management, sociology, psychology, confl ict management, business ethics, cultural studies, pedagogics, labor law as well as ergonomics, psychophysiology, professiology, psychophysiology, professional activity, labor economics, sociology and psychology of labor statistics. All this should be refl ected in the Standard draft. In organization there is no other professional (except for the Personnel Manager), who would have accompanied the entire working life of the employee. This is the uniqueness of profession; he/she must have not only professional knowledge, but general as well. Objects of HR Manager professional activity are considered and the place of the HR Manager standard in the system of Personnel Management standards in defi ned. The article provides a concrete example of the development of the standard, which refers to a generalized labor functions: control of strategy of personnel policy and workforce planning in the organization. On the example discussed in some detail work functions of this generalized function of labor, labor actions necessary skills and knowledge (competencies).

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Bril, Alexander, Olga Kalinina, Olga Valebnikova, Natalia Valebnikova, Marisa Camastral, Dmitry Shustov, and Natalya Ostrovskaya. "Improving Personnel Management by Organizational Projects: Implications for Open Innovation." Journal of Open Innovation: Technology, Market, and Complexity 7, no. 2 (March 24, 2021): 105. http://dx.doi.org/10.3390/joitmc7020105.

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The methodology and basic elements of the business process of one-stage economic assessment of organizational projects for personnel management at Russian enterprises are presented. The aim of the study is to analyze and develop clear criteria for assessing the effectiveness of projects and improving personnel management systems for enterprises of different industries and types of activities. The economic and financial assessment of projects aimed at the development of personnel management systems is based on the general methodology for the commercial assessment of projects, which is presented in the so-called United Nations Industrial Development Organization (UNIDO) methodology. The article proposes the resulting model “maximum costs of the HRM”. The features of the proposed methodology are based on the assumption of future digitalization and are associated with the need for a preliminary calculation of the maximum possible project costs, localization of the projects under consideration at existing enterprises, and the mandatory separation of project goals for increasing sales or reducing the number of personnel. In accordance with the different objectives of the projects, a certain order and special indicators of decision-making are proposed. Companies with a different structure of costs could be assessed via the proposed model and the results presented in the article. The model allows us to create an information base for reasonable decision-making on HR management (HRM) projects and future digitalization of settlements.

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Aleksandrovich Endovitsky, Dmitry, Irina Borisovna Durakova, and . "Statistical Analysis as the Basis for the Practice of Modernizing Personnel Management: International Experience." International Journal of Engineering & Technology 7, no. 4.38 (December 3, 2018): 145. http://dx.doi.org/10.14419/ijet.v7i4.38.24341.

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The article is devoted to the issues of modernization of personnel management from the standpoint of the results of the statistical analysis of its framework conditions, studied as social and mass phenomena. Terms of implementation of work with the staff received extensive coverage in the scientific literature, profile-oriented to management, economics, sociology, psychology and law. Insufficient research base for statistical conclusions on the scale of phenomena, their groupings, and dynamics makes it difficult to work on timely diagnosis of the real model of personnel management and the formation of a vector of its modernization. The article systematizes the concept of the components of the two-contour framework, which defines the playing space of work with personnel, shows the classifications of the working age, family models, systematizes the scientific concepts of generations and the dynamics of value systems. Grounds for modernizing the practice of personnel management in organizations are justified. The methods of statistical analysis are given: observation, groupings, and classifications.

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Solozhentsev, E. D. "New problems of eventreleted digital management of economics and state." Issues of Risk Analysis 17, no. 2 (May 3, 2020): 22–39. http://dx.doi.org/10.32686/1812-5220-2020-17-2-22-39.

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We introduced new structurally complex objects of management in economics and State. We proposed new problems with logical-probabilistic (LP) risk models for managing different types of systems: socio-economic, with risk models based on statistical data, with a large number of indicators and logical combination of several systems.The following problems are considered in detail: managing the development of systems, assessing the quality of management systems, managing a safe living space, taking into account the effect of repeated events on the accuracy of assessing the safety and quality of a system, planning development programs for complex systems with different subsystem outcomes.Calculations on LP-model of State set, what reforms are needed in economics. The role of the digital economics in the active inclusion of the personnel of state institutions, enterprises, companies and every person in managing of State and economics is shown.

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Lychkan, Leonid Petrovich. "Planning of qualification requirements for the personnel of a modern organization in the context of digital relations." Uchenyy Sovet (Academic Council), no. 9 (August 28, 2020): 49–58. http://dx.doi.org/10.33920/nik-02-2009-05.

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The article examines the provisions related to the personnel policy and personnel planning of the organization's personnel needs, as well as certain aspects of such planning, in particular, the planning of qualification requirements for the organization's personnel. The materials of the article can be used in the preparation of educational programs of economic orientation to determine the qualification characteristics of students, as well as in the disciplines "Enterprise Economics" and "Project Management".

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Grzesiak, Lena. "Labour cost budgeting as a tool of personal controlling." Zeszyty Teoretyczne Rachunkowości 2018, no. 97 (153) (May 10, 2018): 31–44. http://dx.doi.org/10.5604/01.3001.0012.0354.

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Contemporary human resource management specialists have the status of business partners. This role requires sufficient knowledge of the organisation, necessary for the specialists to contribute to the devel- opment of strategic solutions and cost optimization through, for instance, personal controlling, i.e. con- trolling adapted to handle the HRM function. The personnel controlling concept comes with a variety of tools, one of which is the labour cost budgeting. This interdisciplinary article presents the complex matter of human resource management in the context of personnel controlling. In particular, it provides an in- sight into the nature of personnel controlling and labour costs, and describes how personnel controlling units and HRM units are related to each other. Based on a critical review of the literature (mainly interna- tional), the article integrates the knowledge of personnel cost budgeting and attempts to evaluate its use- fulness for management purposes. Its conclusions can be used as reference by researchers and practition- ers (mainly heads of the personnel function and personnel controlling), as well as by economics students. In the author’s opinion, personnel cost budgeting can be a key tool allowing an organisation to control these costs and consequently improving the effectiveness of organisational management.

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Савинкина and Larisa Savinkina. "Development of Education in the Area of HR Management and Labor Economics in Far East Federal University." Management of the Personnel and Intellectual Resources in Russia 2, no. 6 (December 16, 2013): 68–71. http://dx.doi.org/10.12737/2410.

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The author describes the history of the Department of Personnel Management and economy of labor in the Federal State Autonomous Educational Institution of higher education «Far Eastern Feder-al University». Article describes the existing capabilities of department.

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Горбунова, Быкова, Гагринская, and Калмыкова. "EFFICIENT INTERACTION EXPERIENCE BETWEEN HIGHER EDUCATION INSTITUTIONS AND REGIONAL EMPLOYERS IN “PERSONNEL MANAGEMENT”." Management of the Personnel and Intellectual Resources in Russia 2, no. 2 (April 10, 2013): 0. http://dx.doi.org/10.12737/278.

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Some aspects related to the concept of eff ective cooperation between employers and Personnel Management School of Science based on “Economics and Organization Management” Chair of SamSTU are considered in this article. The results of sociological research related to labor market and higher education, which allowed the authors to determine the most popular in innovation economy forms of cooperation between enterprises and high education institution during the training of students in “Personnel Management” direction, are presented. Comparing the world development trends, requirements of employers and state requirements for young professionals the authors emphasize a number of key requirements for bachelors in this direction.

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