Academic literature on the topic 'Human resources management functions'
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Journal articles on the topic "Human resources management functions"
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Tanjung, Bahdin Nur. "Human Resources (HR) In Education Management." Budapest International Research and Critics in Linguistics and Education (BirLE) Journal 3, no. 2 (2020): 1240–49. http://dx.doi.org/10.33258/birle.v3i2.1056.
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Human resources (HR) has a significant role in every activity in an institution including educational institutions. Human resources (HR) must be able to be managed or managed properly in accordance with their functions so that these human resources (HR) can play a role in accordance with their duties and functions in the institution they are in. Human resource management is a very important aspect in the education process in general. Therefore functions in the management of human resources must be carried out optimally so that the needs relating to the goals of individuals, organizations / institutions, organizations or institutions can be achieved. Besides that, with good human resource management procedures, it is expected that the shortcomings and problems faced by the Indonesian nation, which are related to competitiveness, can be overcome.
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Farkašová, V., and T. Klieštik. "HUMAN RESOURCES MANAGEMENT IN SLOVAK TRANSPORT COMPANY." Science and Transport Progress, no. 6 (March 25, 2005): 232–33. http://dx.doi.org/10.15802/stp2005/20289.
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The article deals with human resource management in a transport company. It shortly examines the following: quality management, the functions of human resources management and requirements to the human resources personnel.
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Sukmo Hadi Nugroho. "The role of human resources management in organizational perspective." Global Journal of Engineering and Technology Advances 10, no. 3 (2022): 012–18. http://dx.doi.org/10.30574/gjeta.2022.10.3.0040.
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This research aims to determine the role of human resource management in organizations. This research uses a literature review method. From the discussion, it can be concluded that human resource management has three functions, namely managerial functions, operational functions, and functions to achieve organizational goals in an integrated manner. Meanwhile, the duties of human resource management are staff procurement, human resource development, compensation management, occupational safety and health, labor relations, and industrial relations. The main objective of human resource management is to increase the contribution of human resources (employees) to the organization. It can be understood that all organizational activities in achieving its goals depend on the humans who manage the organization. Therefore, employees must be managed properly so that they can assist the organization in achieving the organizational goals that have been determined. To achieve the objectives of human resource management carried out by HR managers, and managers on all lines of the company and outsourcing.
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Sukmo, Hadi Nugroho. "The role of human resources management in organizational perspective." Global Journal of Engineering and Technology Advances 10, no. 3 (2022): 012–18. https://doi.org/10.5281/zenodo.6402328.
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This research aims to determine the role of human resource management in organizations. This research uses a literature review method. From the discussion, it can be concluded that human resource management has three functions, namely managerial functions, operational functions, and functions to achieve organizational goals in an integrated manner. Meanwhile, the duties of human resource management are staff procurement, human resource development, compensation management, occupational safety and health, labor relations, and industrial relations. The main objective of human resource management is to increase the contribution of human resources (employees) to the organization. It can be understood that all organizational activities in achieving its goals depend on the humans who manage the organization. Therefore, employees must be managed properly so that they can assist the organization in achieving the organizational goals that have been determined. To achieve the objectives of human resource management carried out by HR managers, and managers on all lines of the company and outsourcing.
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Yusrawati, Yusrawati, and Muhardi Muhardi. "Hospital Management Functions: A Literature Review." Andalas Obstetrics And Gynecology Journal 7, no. 2 (2023): 363–71. http://dx.doi.org/10.25077/aoj.7.2.363-371.2023.
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Hospital management is a process of organizing the available resources to support the efficiency and effectiveness of healthcare services provided. The main functions of hospital management include operational management, cost and financial management, materials management, and human resource management. This literature study aims to review each hospital management function based on previous studies within the last five years (2019-2023) obtained from scientific database searches. The inclusion criteria were studies with topics correlated to the four categories of hospital management functions and written in Indonesian/English. Articles that were published from books were excluded. A total of eight studies which were published in accredited journals and can be accessed in full-text form, were analyzed. The results of this study demonstrate that good management will improve overall hospital performance. High-quality financial management will support optimizing the availability of supporting materials for clinical and diagnostic services in hospitals. In addition, adequate human resources planning and organizing, as well as an appropriate work system design, will acknowledge the need for human resource development to increase the professional competence needed to provide health care in the hospital.
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Lobanova, Liudmila. "Human Resources Management Value in Knowledge-Based Society." Business: Theory and Practice 10, no. (3) (2009): 233–46. https://doi.org/10.3846/1648-0627.2009.10.233-246.
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While building knowledge-based society and economy, particular importance in human resources management falls on the value of human resources and management expertise. The article analyses the features of human resources management competences in terms of completing human resources management functions in practice with a view to advantages of human resources management approaches compared with traditional approaches to human resources management. Upon research on personnel management functions and competencies associated with the study of theoretical and empirical research, the article analyzes the human resources management activities, and the distribution of functions between management, as well as and the designated human resources (personnel) managers and directors. Approaches to human resources management competencies are given, the human resources (personnel) management competence structure, personnel managers profiles, along with roles and functions in practice are described. Based on the empirical results of the Lithuanian organizations, leaders' competences are evaluated, including their impact on employees and organizations to succeed. The value of human resources management features, and human resources management factors determining the level of development are identified.
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Chauhan, Dr Pravinsinh R. "Functions of Human Resource Management and emerging changes in HRM." Paripex - Indian Journal Of Research 3, no. 7 (2012): 1–3. http://dx.doi.org/10.15373/22501991/july2014/42.
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Sriraman, Snehaa. "Human Resources in Changing Environment." Shanlax International Journal of Management 11, S1-Mar (2024): 71–76. http://dx.doi.org/10.34293/management.v11is1-mar.8061.
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Globalization, heightened competition, and increased information flow, alongside rising customer awareness, have driven significant changes in human resource management (HRM). This study aims to evaluate HR’s role in facilitating organizational change, exploring the interplay between change management and HR practices. The research seeks to propose a framework highlighting this interrelationship by identifying the functions and roles of HR and examining their interconnectedness. Data for this study is collected through semi-structured interviews to achieve these objectives. Human Resource Management in service and government organizations faces immense pressure to adapt to these changes. Change is an unavoidable aspect of modern business, necessitating a corresponding evolution in HRM practices. The role of HRM has transformed to meet environmental shifts, demanding a proactive approach to managing change within organizations. This study underscores the necessity of HR’s involvement in change processes, emphasizing the strategic integration of HR functions to support organizational transformation. Through semi-structured interviews, the study captures diverse perspectives on how HR roles and practices have adapted to meet the challenges posed by a dynamic business environment. The findings reveal that HR’s responsibilities extend beyond traditional functions, encompassing strategic participation in guiding organizational change. By fostering a deeper understanding of the symbiotic relationship between change management and HR practices, this research provides valuable insights for organizations seeking to navigate the complexities of modern business landscapes. In summary, this study highlights the evolving role of HR in driving organizational change, proposing a framework that elucidates the interconnection between HR functions and change management.
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Lantang, Dani, Tinneke E M Sumual, Elni Jeini Usoh, Paulus Robert Tuerah, and Shelty D M Sumual. "Human Resource Management In Special Education." Interdiciplinary Journal and Hummanity (INJURITY) 2, no. 4 (2023): 344–65. http://dx.doi.org/10.58631/injurity.v2i4.67.
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Human resources need to be managed properly so that they can play a role in accordance with their functions. That is why there is a need for human resource management. Human resource management is a process related to the implementation of human resource management or management functions which are directly handed over to the school education unit to be developed in accordance with the potential possessed by the school. The scope of human resource management includes: employee planning; employee procurement; employee coaching and development; promotion and mutation; dismissal of employees; compensation, and employee assessment. All of that needs to be done properly and correctly so that what is expected can be achieved
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NAS, Zekeriya. "IMPORTANCE OF FUNCTIONS OF HUMAN RESOURCES MANAGEMENT IN TOURISM." Socrates Journal of Interdisciplinary Social Researches 6, no. 7 (2020): 23–33. http://dx.doi.org/10.51293/socrates.16.
Full textDissertations / Theses on the topic "Human resources management functions"
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Phosa, Lekgolo Lazarus. "Human resources management : the function of the public sector manager." Diss., University of Pretoria, 1998. http://hdl.handle.net/2263/27464.
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In this dissertation a study was undertaken of the function of the public sector manager at the central level of government and of the role which the public manager plays in the human resources management. South Africa is a three-tier state, which consists of the central, provincial and local levels of government. The central government is the supreme body of government entrusted with the responsibility of making policies, rules and giving direction to the entire citizenry. The central government is manned by politicians from different political parties who have to decide on behalf of their electorates. It is a given fact and a reality that politicians alone cannot deliver the services to the communities. So public officials are appointed to implement the policies enacted by Parliament. Public managers have to interpret policies and give direction to the various structures of government. Among the activities of government, public managers have also to give direction as to the management of human resources in the public sector. This study investigated the function of the public manager at the central government with a reference to the management of human resources. This research was necessitated by the fact that since the new constitutional dispensation in South Africa, many changes have taken place most of which implied that the management of human resources in the public sector would have to reflect such changes. Public managers perform various functions, including generic administrative functions, auxiliary functions and functional activities. These functions are performed at senior management level. Furthermore, these functions performed by public managers will be viewed from the human resource management. Particular, attention is focused on the staffing in the public sector and how public managers can best perform their function in absorbing proper personnel in the public sector. AFRIKAANS : 'n Studie is onderneem om die funksie van die openbare sektor bestuurder op sentrale regeringsvlak te ondersoek asook die rol wat die openbare bestuurder speel in menslike hulpbronbestuur. Die verantwoordelikheid van die openbare sektor is om dienste te verskaf aan die landsburgers en om dit suksesvol te bereik meet die openbare sektor oor goed opgeleide personeel beskik. Ten einde personeel te kan bestuur behoort openbare bestuurders kennis te dra van die behoeftes, vrese en verwagtinge van die publiek. Een van die vernaamste funksies van die openbare bestuurder is om leiding te gee aan andere. Suid Afrika is 'n driedelige staat, wat bestaan uit die sentrale, provinsiale en plaaslike vlakke van regering. Die sentrale regering is die hoogste regeringsliggaam verantwoordelik vir beleidmaking, die daarsteling van reëls en om rigting te gee aan alle landsburgers. Die sentrale regering word gevorm deur politici van verskillende politieke partye wat namens hul ondersteuners besluite moet neem. Dit is 'n onomstootlike feit en werklikheid dat politici nie alleen die dienste aan die gemeenskap kan verskaf nie. Daarom word openbare amptenare aangestel om die beleid wat deur die Parlement aanvaar is, te implementeer. Openbare bestuurders moet beleid interpreteer en leiding gee binne die verskillende strukture van die regering. Die aktiwiteite van die regering bring mee dat openbare bestuurders leiding moet gee rakende die bestuur van menslike hulpbronne in die openbare sektor. Hierdie studie het die funksie van die openbare bestuurder in die sentrale regering ondersoek met verwysing na die bestuur van menslike hulpbronne. Die navorsing was genoodsaak deur die feit dat sedert die nuwe grondwetlike bedeling in Suid Afrika baie veranderinge plaasgevind het waarvan meeste impliseer dat die bestuur van menslike hulpbronne in die openbare sektor sodanige veranderinge sal reflekteer. Openbare bestuurders voer verskeie funksies uit insluitende generiese administratiewe funksies, hulpfunksies en funksionele aktiwiteite. Hierdie funksies word op senior bestuursvlak uitgevoer. Verder word hierdie funksies wat deur openbare bestuurders uitgevoer word beskou vanuit 'n menslike hulpbron oogpunt. Spesifieke aandag is gegee aan die personeel in die openbare sektor en hoe openbare bestuurders hulle funksies tot die beste van hul vermoë kan uitvoer deur bekwame personeel in diens te neem in die openbare sektor. Die studie toon aan dat daar tydens die transformasie van die Suid-Afrikaanse staatdiens politieke oorweging geskenk sal moet word aan die vervanging van wit persone met swartes, vrouens en gestremdes. In partypolitieke terme beteken dit geensins 'n balans tussen diegene wat die waardes van die ou orde aanhang en diegene wat die waardes van die nuwe orde bevorder nie. Die Grondwet van die Republiek van Suid-Afrika, 1996 volg 'n humanistiese benadering, wat beteken dat die armes, werkloses, verwaarloosde en wanhopige mense gehelp moet word wat in sigself nie 'n partypolitieke kwessie is nie. Verder toon internasionale onderving dat die radikale transformasie van grondwette dikwels vrees, onsekerheid en paniek onder inwoners veroorsaak. Hierdie gevoelens word dikwels op verskillende wyses deur verskillende gemeenskappe tot uiting gebring. S.A. is daarom geen uitsondering nie. Die vermoë van die staatsdiens om dienste te lewer sal nie net afhang van die politieke leierskap en bestuursvaardighede van die politieke ampsbekleders nie, maar ook van die professionalisme van staatsamptenare. Copyright<br>Dissertation (MAdmin)--University of Pretoria, 2012.<br>School of Public Management and Administration (SPMA)<br>Unrestricted
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Szierbowski-Seibel, Klaas [Verfasser]. "The development of the human resource function towards a strategic role - four essays in human resource management focusing on strategic human resource management involvement, human resource outsourcing and human resources mangement and the relationship with organizational performance / Klaas Szierbowski-Seibel." Paderborn : Universitätsbibliothek, 2019. http://d-nb.info/1186785934/34.
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Bogestedt, Victor, Viktor Johansson, and Kristian Xanthos. "HUMAN RESOURCE MANAGEMENT FUNCTIONS APPLIED TO HEALTHCARE SYSTEM IN DEVELOPING COUNTRIES." Thesis, KTH, Skolan för informations- och kommunikationsteknik (ICT), 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-52709.
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Ill-health has been identified as the cause and consequence of poverty in Uganda. In April, 2009 the ICT4MPOWER project was launched in order to improve health care delivery in the rural communities of Uganda using Information and Communication Technology. One of the aspects considered, was the development of a human resource management system. Studying quality literature, interviewing possible stakeholders and investigating the current healthcare management information system led to the finding of both tactical and strategic functions for the development of human resources. Mock up interfaces was designed to support the needs of the organization. Flowcharts, use cases, and instruction films were made to clarify and to see the process from different end user. We have identified a need for a more strategic approach towards human resource management, but it must begin with establishing the hard foundation.
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Dass, Ted K. "Human resource processes and the role of the human resources function during mergers and acquisitions in the electricity industry." Cincinnati, Ohio : University of Cincinnati, 2008. http://rave.ohiolink.edu/etdc/view.cgi?acc_num=ucin1227303612.
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Thesis (Ph.D.)--University of Cincinnati, 2008.<br>Advisor: Ralph Katerberg PhD (Committee Chair), Paula Dubeck PhD (Committee Member), Gail Fairhurst PhD (Committee Member), Joseph Gallo PhD (Committee Member), Suzanne Masterson PhD (Committee Member), Philip Way PhD (Committee Member). Title from electronic thesis title page (viewed Jan. 17, 2009). Keywords: mergers and acquisitions; HR; HR processes; case study; HR function. Includes abstract. Includes bibliographical references.
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Conlin, Ronald P. "A comparative study of leadership skill requirements across sales, human resource and finance functions." Thesis, Pepperdine University, 2016. http://pqdtopen.proquest.com/#viewpdf?dispub=10102770.
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<p> The purposed of this quantitative study was to identify whether leadership skill requirements to perform one’s job effectively varies by job function. This research focuses on leadership skill rather than other leadership constructs such as leadership traits because leadership skills can be developed and improved upon. Past research in this area has identified that leadership skill requirements vary by level within an organization (executive, middle management, lower management) but nothing exists examining by job function (Mumford, Campion, & Morgeson, 2007). In this research, the job functions examined were sales, human resources, and finance, and 146 interviews were completed. The results showed that certain softer leadership skills (listening and critical thinking) were more important leadership skills across all 3 functions. The findings also suggest that leadership skill requirements were not the same for the 3 job functions. Sales professionals required more interpersonal skill than their finance counterparts.</p>
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Sozer, Seray. "An Evaluation Of Current Human Resource Management Practices In The Turkish Private Sector." Master's thesis, METU, 2004. http://etd.lib.metu.edu.tr/upload/12605640/index.pdf.
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This study explored human resource management (HRM) functions of 200 work organizations operating in Turkey using a questionnaire. The participating organizations were the members of either the Personnel Managers Association or the Quality Association in Turkey. Job analysis and design, recruitment and selection, orientation and employee training, performance appraisal, career planning and development, human resource planning, compensation management and incentives, managing employee health and safety were among the fields that were examined. In addition to the prevalent HRM functions, the profile of Human Resource Departments of the organizations (i.e., title, size, number of hierarchical levels, etc.), the characteristics of HRM managers (education, age, gender, experience, etc.) were also examined. For example, it was found that the departments operating in field of HRM were named Human Resource Department in 59.5% of the organizations in the sample. Moreover, the results indicated that the main HRM areas practiced by the private sector organizations operating in Turkey were personnel selection, employee recruitment, training and development, compensation management, and employee orientation. Nevertheless, the other essential functions of HRM, such as job analysis, human resource planning and career planning, and development were not practiced as frequently. Whether those functions were frequently practiced or not, each of them was further analysed in terms their specific applications. Another aim of the present study was to compare the practices of HRM in Turkey with its applications in the world. For instance, the results demonstrated that recruiting via internet was practiced frequently in the surveyed organizations and in the US companies. The present study also revealed that personnel selection methods, such as interviews, were popular among surveyed organizations and organizations in Eastern European countries, England, and the US.
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Reed, Kevin E. "How Outsourcing Influences the Human Resource Functions in the Federal Government| An Exploratory Multiple Case Study." Thesis, Northcentral University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10974137.
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<p> Outsourcing provides organizations the opportunity for cost-saving and increased opportunities to build a competitive advantage, while better utilizing limited resources and focusing efforts on their strategic goals. There was a risk associated with deciding to outsource human resources (HR) functions in the federal government, which can influence management’s ability to make informed decisions and affect an organization’s effectiveness. Social groups inside an organization can influence knowledge, innovation, and productivity. Research has shown nothing emerges from a social group except individual behavior, and individual behavior can influence the organization’s growth in a marketplace. The purpose of this qualitative multiple case study was to explore the perceived risk to the federal government associated with deciding to outsource HR functions. This research was conducted using a qualitative method with a multiple case study design. Data collection and analysis focused on those federal agencies in the Washington, DC geographical area having at least 2,000 employees and outsourcing at least 40% of their HR functions (e.g., compensation and benefits, employee relations, and compliance) and support services (e.g., payroll, recruitment, and benefit administration). Once these organizations were identified, a review of historical documents related to outsourced functions covering a period of at least five-years will be performed using at a selected federal agency. Additionally, an observational research approach using naturalistic observation as teams of HR practitioners within the targeted agency was done as the practitioners performed duties within their everyday environment (e.g., approximately 3-5 teams with approximately 25 personnel as target sample size). Finally, one-on-one semi-structured interviews with purposefully selected HR staff and management (e.g., approximately 10-12 participants from the target agencies) was conducted. These interviews drew a deeper understanding of the shared experiences of the participants and the perceived influence outsourcing HR functions has on knowledge retention needed to be retained in the federal government. Knowledge gained from this study could add value to the body of knowledge for future HR professionals and management to make informed outsourcing decisions in the federal government. The findings of this research added value to the body of knowledge for future HR professionals to influence outsourcing decisions in the federal government. Additionally, this study may inspire future researchers’ study of the desired competencies of HR practitioners in the federal government.</p><p>
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Low, Yuen-man Angela. "Would the role change of human resources function from being administrative to being strategic be successful in Hong Kong? /." Hong Kong : University of Hong Kong, 1997. http://sunzi.lib.hku.hk/hkuto/record.jsp?B18831345.
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Schlingemann, Thomas. "The management of human resources on cruise ships : the realities of the roles and relations of the HR function." Thesis, University of Manchester, 2016. https://www.research.manchester.ac.uk/portal/en/theses/the-management-of-human-resources-on-cruise-ships-the-realities-of-the-roles-and-relations-of-the-hr-function(0c1fdbb9-de5d-4234-9398-7298b7806404).html.
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This thesis aims to contribute to a deeper understanding of human resource management (HRM) within cruise ship organizations. The cruise ship industry is one of the fastest developing sectors within the tourism industry. Therefore, it should come as little surprise that the demand for seafaring human resources has also grown. Assuming that effective management of crew members is key to the effective operation of cruise ships, the specifics and challenges for HRM in this particular organisational context are identified and analysed as well as the realities of the roles and relations of the shipboard HR function examined. The present study is original in its theoretical approach, as it brings two approaches together which obviously are not linked. Ulrich’s model talks about roles and the study used aspects of this framework in terms of the position of HRM. Goffman’s concept of total institutions was also consulted in order to frame internal business-specific conditions and social relations. The combination of both approaches allows for the examination of HR roles and professional relations in a much more detailed and contextualised manner. The cruise industry is acknowledged as being under-researched, and this is all the more true for research on HRM in this specific sector. Therefore, the nature of the research in this study is empirical and framed within an explorative approach. The analysis is based on a single case study within one cruise ship owner company, in which 23 semi-structured interviews were performed; there is also the use of ethnographic field notes recorded during a three-month assignment on one of the company’s cruise ships. The thesis contributes to the existing literature in three ways. Firstly, the research analyses shoreside HR and how it is coping with various business-specific challenges, i.e. high growth rates, a high demand for new cruise ship employees, high turnover rates of crew members and a distinctive context of ethnic and national diversity. The analysis reveals that the HRM approach of the cruise shipowner company could be characterised as generally reactive and short-term in focus, a pure strategic orientation is absent. Secondly, the thesis examines the content of shipboard HR work. The study reveals that the main focus of the shipboard HR function is on tactical HR work, especially training and development, employee relations, and advisory role in relation to shipboard leaders. The shipboard HR role includes HR activities that are not usually provided by HR business partners, such as the facilitation of training. This and the intense liaison between the shipboard HR function and its shoreside HR partners make shipboard HR work somewhat unique. Whereas a huge amount of transactional HR work does not necessarily add value to the business, strategic HR work is practically non-existent on cruise ships. Finally, the thesis examines the realities of HR roles and relations on board cruise ships. The analysis demonstrated that HRM on board cruise ships can currently be summarised as reactive and short-term in focus, and the strategic partner role is practically non-existent. It is more a series of functions with different stakeholders contributing to it in a variety of ways and with overlap in terms of task executions. This shared nature of HR adds complexity to the HRM approach. Furthermore, strong influential links from shoreside HR were identified, which undermines the ability of the shipboard HR function to become a stronger partner of the business. Nevertheless, the analysis revealed the potential in this specific sector for enhancements and for the further development of HRM on cruise ships.
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Jansson, Timothy, and David Persson. "Management of cross-functional teams: The impact of motivation and Human Resources on efficiency in Swedish organizations." Thesis, Jönköping University, Internationella Handelshögskolan, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-48729.
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Abstract Background: Facing an ever-changing, complex business world, organizations have become increasingly reliant on methods of dealing with complexity. One contemporary approach is the increasing utilization of cross-functional teams, composed of employees from different individual functions in business organizations. Ensuring the performances of cross-functional teams is increasingly important as their rate of utilization is increasing. Affecting cross-functional performance, motivation has been defined as one, among many factors affecting teams’ performance. Human Resources (HR) in organizations could allow practices for motivating the cross-functional team members. Purpose: This study examined the management of cross-functional teams’ motivation in Swedish organizations. Specifically, the impact of Human Resource practices on cross-functional teams to increase performance through motivation. Method: By conducting a triangulation of methods, survey data was collected from cross-functional team members, compared, and contrasted with interviews conducted with managers with HR-expertise, and built on contemporary literature. Conclusion: By focusing on the management of cross-functional teams, the study showed that the motivation of team members is highly influenced by Human Resource strategies. Through strategies, managers in organizations could effectively affect the performance of individuals and of the teams for them to perform effectively. The study showed that several Human Resource practices, like training and development of human capital, communication, and empowerment, are required, as these affect factors of cross-functional team motivation. An important aspect is that the factors and strategies that impact cross-functional team motivation are interconnected to team efficiency. Motivation alone is not sufficient, but it has positive connotations on the performance of the cross-functional teams. Therefore, as these aspects work in conjunction and have different impacting goals, these should be viewed holistically when setting up and implementing practices dealing with factors of motivation. Conclusively, the implementation of Human Resource practices impacting motivational factors is fundamental toPage | 3maintain and develop effective cross-functional teams and thereby increase organizations’ performance efficiency.
Books on the topic "Human resources management functions"
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James, Ledvinka, Bergmann Thomas J. 1946-, and Scarpello Vida Gulbinas 1940-, eds. Human resource management: Environments and functions. 2nd ed. South-Western College Pub., 1995.
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James, Ledvinka, ed. Personnel/human resource management: Environments and functions. PWS-Kent Pub. Co., 1988.
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Lussier, Robert N. Human resource management: Functions, applications, skill development. SAGE Publications, 2013.
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R, Hendon John, ed. Human resource management: Functions, applications, skill development. SAGE Publications, 2013.
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Eimicke, Victor W. Managing human resources: Documenting the personnel function. Pergammon Press, 1987.
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Eimicke, Victor W. Managing human resources: Documenting the personnel function. Pergamon Press, 1988.
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W, Boudreau John, and University of Southern California. Center for Effective Organizations., eds. Achieving excellence in human resource management: An assessment of human resource functions. Stanford Business Books, 2009.
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Fitz-enz, Jac. A new vision for human resources : defining the human resources function by its results. Crisp Publications, 1998.
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Fonda, Nickie. Reviewing the personnel function: A toolkit for development. Institute of Personnel and Development, 1995.
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Clutterbuck, David. Raising the profile: Marketing the HR function. Institute of Personnel Management, 1993.
Find full textBook chapters on the topic "Human resources management functions"
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Sharma, R. C., and Nipun Sharma. "Importance, Nature, Scope, Objectives, Principles and Functions of HRM and HR Policy." In Human Resource Management. Routledge India, 2024. http://dx.doi.org/10.4324/9781032628424-3.
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Phillips, Jack J. "Measuring Specific Human Resources Functions." In Accountability in Human Resource Management. Elsevier, 1999. http://dx.doi.org/10.1016/b978-0-88415-396-2.50012-1.
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"Measuring Specific Human Resources Functions." In Accountability in Human Resource Management. Routledge, 2009. http://dx.doi.org/10.4324/9780080498492-12.
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Dale, Peter, and John McLaughlin. "Human Resources Management." In Land Administration. Oxford University Press, 2000. http://dx.doi.org/10.1093/oso/9780198233909.003.0016.
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Effective human resources management is a key ingredient in building and sustaining a country’s land administration infrastructure. Whether it is building new systems or reforming existing ones, the recruitment, training, provision of support for, and evaluation of employees will ultimately be far more important than matters pertaining to technology and process. Yet traditionally, human resources management has not been given much serious attention in the land administration field. Within the broader public administration arena, however, the human resources management function is increasingly being recognized as a central organizational concern and that ‘its performance and delivery are integrated into line management; the aims shift from merely securing compliance to the more ambitious one of winning commitment. The employee resource, therefore, becomes worth investing in, and training and development thus assume a higher profile’ (Storey 1991). What distinguishes modern human resources management from the more traditional personnel functions is its focus on utilizing human resources to strategic management objectives. Effective human resources management seeks to: 1. link human resources management issues to the overall strategy of an organization; 2. build strong organizational cultures aimed at uniting employees through a shared set of goals and values (‘quality’, ‘service’, ‘innovation’, etc.) and by promoting a commonality of interests amongst employees and management; 3. recognize employees as a resource, as social capital that can be developed and can contribute to competitive advantage; 4. replace traditional top-down communication, coupled with controlled information flow, to a sharing of information and knowledge; and 5. achieve flexibility and adaptability to manage change and innovation in response to rapid changing circumstances (Burt and Spector 1985). This section examines briefly some of the principal human resources management issues, particularly as they relate to developing countries. The focus will be on concerns within the public sector (where most of the core land administration activity occurs), the broader issues of developing local capacity in both the public and private sectors, and the requirements for developing professional associations. Significant emphasis has been given in recent years to the challenges of building and sustaining institutions for capable public sector administration in the developing world.
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Guilloux, Veronique, and Michel Kalika. "Human Resources Outsourcing Strategies." In IT Outsourcing. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-60566-770-6.ch073.
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Often, organizations externalize work activities and use employment intermediaries (consulting firms, temporary help agencies, contract companies (Nesheim, Olsen, & Kalleberg 2007). At a functional level, firms tend to externalize business as well so that boundaries of firms are extended. Historically production function, catering, cleaning, security, IT functions have been outsourced for several years. HR outsourcing is far more recent. Several elements will be discussed: HR outsourcing definition, typology, process management, and research perspectives on performance.
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Guilloux, Veronique, and Michel Kalika. "Human Resources Outsourcing Strategies." In Encyclopedia of Human Resources Information Systems. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-59904-883-3.ch070.
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Often, organizations externalize work activities and use employment intermediaries (consulting firms, temporary help agencies, contract companies (Nesheim, Olsen, & Kalleberg 2007). At a functional level, firms tend to externalize business as well so that boundaries of firms are extended. Historically production function, catering, cleaning, security, IT functions have been outsourced for several years. HR outsourcing is far more recent. Several elements will be discussed: HR outsourcing definition, typology, process management, and research perspectives on performance.
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Parry, Emma. "The Benefits of Using Technology in Human Resource Management." In Information Resources Management. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-61520-965-1.ch301.
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The use of technology within human resource management has grown considerably over the last decade with the majority of organizations now using some form of HR information system (HRIS). For instance, in Europe, Watson-Wyatt (2002) found that 70% of the organizations surveyed used the Internet or Intranet to deliver HR services to employees with most respondents planning to enhance substantially their e-HR capabilities over the two years after the survey. In the UK alone, survey research by the Chartered Institute of Personnel and Development in 2005 showed that 77% of organizations used an HRIS. Research from Cranfield School of Management in 2003 found an even higher proportion of companies using HRIS at 82%. An HRIS can perform a number of functions from the simple storage and communication of information, to more complex transactions. As technology advances, the range of functions that an HRIS can undertake increases. The use of HRIS can provide a number of benefits to the HR function, line managers, and the wider organization. On one level, the use of technology has been shown to lead to faster, more accurate and more efficient processes, and reduced HR costs. Technology can also be used to provide HR information and to enable managers and employees to perform simple HR tasks themselves. On another level, the use of HRIS to reduce the administrative and transactional burden on the HR function can lead to a change in the structure of HR and allow the function to play a more strategic role in the organization. The reasons behind an organization’s introduction of an HRIS may vary considerably from the need to facilitate efficient processes or cut costs, to improve communication and customer service, or the desire to create a shift in the role of the HR function from one that is mainly administrative to one that is more strategic. This chapter will discuss the potential impacts of technology on HRM in terms of the possible rationale behind the introduction of an HRIS. The chapter will draw on the past literature on HRIS as well as on case study research conducted by the author in conjunction with the Chartered Institute of Personnel and Development (Parry, Tyson, Selbie, & Leighton, 2006) to examine the possible components of a business case for HRIS and the benefits that such systems can potentially offer to an organization.
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Pande, Prof (Dr ). Mohan Chandra, and Ms Rajni. "HUMAN RESOURCE MANAGEMENT IN EDUCATION." In Futuristic Trends in Management Volume 3 Book 16. Iterative International Publisher, Selfypage Developers Pvt Ltd, 2024. http://dx.doi.org/10.58532/v3bfma16p3ch3.
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Human resources have a significant role in every activity of an institution, including educational institutions. Human resource management in education is a very important tool for the growth of teachers in educational institutions. This is due to the fact that educators are the main tool for fulfilling educational objectives and, as a result, contributing to national development. Human resources must be able to be managed or regulated properly in accordance with their functions. Human resources can play a vital role in accordance with their duties and functions in the institution in which they are performed to achieve the benchmark set by the institution. That’s why this paper stressed that without an adequate, skilled, and well-motivated workforce operating within a sound human resource management program, development is not possible. Every educational system at every level depends heavily on human resources for the execution of its programs. Human resource management is a very important aspect of the education process in general. Therefore, functions in the management of human resources must be carried out optimally so that the needs of relating to the goals of individuals, organizations, or institutions can be achieved. The function of human resources management in education includes staff maintenance, staff relations, Education should be made attractive by creating a conducive atmosphere for teachers. More government attention is needed in the education sector through improved function, as education remains the basis for the progress of all other sectors of society. This paper reveals the nature of human resource management in education for growth and development of teachers for achieving the goals. It briefly describes the concepts of planning, organizing, staffing, directing, and Coordinating, reporting, and budgeting in educational institutions and it is also describe that institution has to follow some steps in developing a human resource management strategy. Institutions are currently required to make it easier for employees to use solid human relations strategies to develop effective and efficient administration while developing a talent culture in order to accomplish this goal. It is a scientific procedure that allows the workforce to continuously improve a current set of present and expected regulations so that the institution’s goals are realized efficiently and the demands of the workforce are also sufficiently satisfied.
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Li, Zhang, Wang Dan, and Chang Lei. "Implementation of ERP in Human Resource Management." In Information Resources Management. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-61520-965-1.ch404.
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In 1999, Peter Drucker said: “A new Information Revolution is well under way. It is not a revolution in technology, machinery, techniques, software or speed. It is a revolution in concepts.” As a result of information technology (IT) innovation and reorganization, enterprise resource planning (ERP) was proposed by the Gartner Group in the early 1990s. It is a successor to manufacturing resource planning (MRP II) and attempts to unify all departmental systems together into a single, integrated software program that runs off a single database so that the various departments can more easily share information and communicate with each other (Koch, 2002). Over 60% of the U.S Fortune 500 had adopted ERP by 2000 (Kumar, & Hillegersberg, 2000; Siau, 2004), and it was projected that organizations’ total spending on ERP adoptions was an estimated $72.63 billion in 2002 (Al-Marshari, 2002). Many scholars have recognized the importance of people in organizations, and this viewpoint is the central focus of the human resource management (HRM) perspective (Pfeffer, 1995). In this perspective, HRM has the potential to be one of the key components of overall enterprise strategy. Additionally, HRM may provide significant competitive advantage opportunities when they are used to create a unique (i.e., difficult to imitate) organizational culture that institutionalizes organizational competencies throughout the organization (Bowen & Ostroff, 2004). Typically, an ERP system supports HRM, operation and logistics, finance, and sales and marketing functions (Davenport, 1998) (see Figure 1). But the early development stage of ERP in enterprises was all along with the center of production and sales course. Until recently, research has empirically supported the positive relationship between corporate financial performance and HRM function, and managers have also realized that HRM can deliver organizational excellence and competitive advantage for enterprises (Boudreau & Ramstad, 1997; Huselid, 1995; Wright, McMahan, Snell, & Gerhart, 2001). The HRM module was introduced into ERP, forming a highly integrated and efficient resource system with the other function modules of ERP. However, there are still many HRM-related problems that may result in the failure of ERP projects arising. So, there have been regular appeals to scholars for more research about the implementation of ERP systems in the HRM perspective in the last few years (Barrett & Mayson, 2006). This article introduces the functions of an HRM module in ERP systems from the fields of human resource planning, recruitment management, training management, time management, performance management, compensation management, and business trip arrangement. Then it analyzes five HRM-related problems that may block the enterprises from implementing ERP successfully, and it provides reasonable recommendations. Finally, the article discusses future trends and suggests emerging research opportunities within the domain of the topic.
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Bal, Yasemin, and Serdar Bozkurt. "Globalization and Human Resources Management." In Cultural and Technological Influences on Global Business. IGI Global, 2013. http://dx.doi.org/10.4018/978-1-4666-3966-9.ch001.
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As a result of globalization, many firms have begun to compete on a worldwide basis. This situation has led Human Resources Management (HRM) to gain more importance in the global arena and “international HRM” field. Over the past few decades, international HRM has gained considerable attention from both academicians and practitioners. The increasing globalization of business has required organizations to manage their workforces effectively. Managing a foreign workforce can differ drastically from managing a domestic one. HRM in the international context requires managing diverse workforces originating from different nationalities with various cultures. Therefore, workforce diversity has become increasingly important for organizations that plan to expand into global markets and target different consumer groups. Organizations can adopt different approaches for managing their workforces and every function of HRM systems should be designed consistent to the workforce diversity of the organization. The purpose of this chapter is to investigate the concept of international HRM and diverse workforce in global organizations. Additionally, the importance of managing diverse workforces effectively in global organizations in the context of HRM functions and the role of HRM in this process will be discussed briefly.
Conference papers on the topic "Human resources management functions"
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Coman, Ecaterina, and Radu Tudorica. "LEAN SOLUTIONS IN CASE MANAGEMENT IN SOCIAL WORK." In 11th SWS International Scientific Conferences on SOCIAL SCIENCES - ISCSS 2024. SGEM WORLD SCIENCE, 2024. https://doi.org/10.35603/sws.iscss.2024/s07/42.
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The transition to the market economy and the recalibration of budgets, financial independency and the transfer of responsibility to the local level in the management of social work budgets have caused concerns for the rational spending of money intended for these activities. We are still very far from managing these budgets fairly and efficiently, but the direction is very clear: the money will be little and must be used efficiently. The health and economic crisis that followed should lead to efficiency in the first phase and then to effectiveness and sustainability in the second. This requires a series of abrupt changes, which are difficult to achieve, both due to factors internal and external to the institutions. Their organization, the very high level of bureaucracy, poor staff performance, corruption and political interference in the administration turned good intentions into bad habits and inefficiency. Social services lack the contents and strategies to achieve quality, the elements that determine whether a service is considered quality or not are missing. There are control institutions, but they are ineffective because they cannot enforce quality assurance. They don�t have tools and don�t understand how to get results. The aim of this paper is to explore the deficiencies in social care case management, highlighting how these issues diminish the effectiveness of services and the well-being of beneficiaries. To achieve the purpose of the article, three focus groups were conducted with social case managers. The research underscores the importance of high-quality case management, which encompasses timeliness, effectiveness, client-centeredness, safety, and equity. The study also examines the potential of Lean management principles to improve efficiency in social work by eliminating waste and focusing on value creation. The barriers that stand between case management service providers and their beneficiaries identified in this research cand by removed by setting quality targets, organizing employees according to modern human resources system models, and institutional reorganization. The control of the variation of the processes cannot be done with a management based on functions, where the decisions, approvals, allocation of resources �walk� from one department to another, reaching that in the end, the beneficiary receives mediocre solutions or solutions that cost a lot. The current yield is negative, the institutions consuming huge resources to obtain results without much value. Our approach may not bring about the immediate changes we desire in this field, but it lays the groundwork for viable long-term solutions that can enhance the quality of services and improve the performance of social welfare institutions in the future.
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Chilikova, Mila. "THE BULGARIAN TICHA RESERVOIR FUNCTION IN 2017-2023 PERIOD." In 24th SGEM International Multidisciplinary Scientific GeoConference 2024. STEF92 Technology, 2024. https://doi.org/10.5593/sgem2024/5.1/s20.34.
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The sustainable water management is a process based on a brief knowledge about the water resources availability. The water lack or excess in the form of droughts or flooding, and/or improper water use can cause serious disruptions in the water management process with negative effects on the water supply, economy, and the human and ecosystems well-being. To minimize the negative consequences a specialized research is needed. It requires a complex study that allows objectively detecting of critical aspects in the water management process. In help of water managers and professionals in the area this material is presenting the results of investigation about the Ticha reservoir. Ticha is one of the complex and significant dams in Bulgaria. Its water is used for multiple purposes: for water supply, irrigation, electricity production, for provision of water for ensuring the required minimum river flow for the healthy function of aquatic ecosystems. But several times recently signals alarmed for very low reservoir state with critical impact on the water use. This provoke this special study of the Ticha`s reservoir performance for the 2017-2023 period, observing in details the reservoir specificities, hydrograph, the established water intakes and water use in accordance to the hydrological situation. The obtained results serve to diagnose the critical events and leading to them reasons. This analysis and obtained results can support the sustainable management of the Ticha reservoir and the decision makers in the field.
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Zdravković, Ljubiša, and Ljubica Zdravković. "NTERNATIONAL HUMAN RESOURCES MANAGEMENT." In International scientific conference challenges and open issues of service law. Vol. 2. University of Kragujevac, Faculty of law, 2024. http://dx.doi.org/10.46793/xxmajsko2.613z.
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In search of labor force, cheaper raw materials, tax benefits and new markets, an increasing number of companies are involved in international flows and business. On that occasion, they face numerous challenges related to the diversity of the environment, where the business partners come from, that is, the countries in which the branches are opened. As a consequence of that, a special segment of human resource management - international human resource management - has been intensively developing over the past few decades. International human resources management is a set of activities, functions and processes aimed at attracting, developing and retaining human resources involved in the organization's international operations. The business operations of companies and enterprises, and therefore the economic development of a certain state and nation, largely depend on the adequate and high-quality selection of managers and management.
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Sadigov, Rahim. "CONCEPTUAL BASES OF STRATEGIC HUMAN RESOURCE MANAGEMENT." In THE LAW AND THE BUSINESS IN THE CONTEMPORARY SOCIETY 2020. University publishing house "Science and Economics", University of Economics - Varna, 2020. http://dx.doi.org/10.36997/lbcs2020.62.
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The main purpose of the research paper is to study the strategic management of human resources in industrial enterprises, career development and stimulation in the activity. Labor resources are active elements in the production of goods, the creation of material wealth and the provision of services to society. Human resources are important ones in all areas of the national economy. Human resources act as a creative component in the organization and management using their mental, spiritual and psychological capabilities. Human resources study and analyze technical, technological possibilities and financial sources, make management decisions as a leading resource in any organization. Research methodology is related in personnel policy and the comprehensive study of strategic human resource management. Human resource management in industrial enterprises is the main subsystem management system. This issue affects on the development of the enterprise, increasing the quality of products, economic efficiency and profits. The importance of the research paper - is to apply the results in the management of industrial enterprises. Human resource management contributes to sustainable operation in enterprises and organizations. The scientific novelty of the research is the definition of a successful personnel policy in the enterprise. Thus, the article identifies strategic goals in human resource management, and develops a corporate concept in this area. The article discusses the application of new technologies for career development. The application of innovations and methods in the implementation of management functions is the basis for motivating the workforce in an organization. All functions and management methods are applied in the process of strategic management of human resources. Management methods are social in nature, as well as ensure the direct development of employees, labor resources and actively influence on the outcome. Management methods lead to the expansion of financial and economic activities of the enterprise, the development of economic activities, the growth of labor resources. Management methods allow to increase competitiveness, as well as to attract partners, suppliers, customers and others. In this regard, our research can be commended in terms of the application of innovation in management.
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Cheng, Xinghua. "Relationship Between Performance and Other Functions of Human Resources Management." In Proceedings of the 2019 International Conference on Economic Management and Cultural Industry (ICEMCI 2019). Atlantis Press, 2019. http://dx.doi.org/10.2991/aebmr.k.191217.081.
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Sitnikov, D. Catalina, Ionela Staneci, Mariana Paraschiva Olaru, Costinel Cristian Militaru, and Silvia Mioara Troi. "INTERNAL AUDIT OF HUMAN RESOURCES - BASIC FUNCTION OF HUMAN RESOURCES MANAGEMENT." In 7th SWS International Scientific Conference on SOCIAL SCIENCES - ISCSS 2020 Proceedings. STEF92 Technology, 2020. http://dx.doi.org/10.5593/sws.iscss.2020.7.1/s04.28.
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Karaman, Ömer Faruk. "Human Resource Management Problems in Turkish Business in Bishkek." In International Conference on Eurasian Economies. Eurasian Economists Association, 2015. http://dx.doi.org/10.36880/c06.01423.
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Human Resource Management of the basic concepts of this study, applications, functions, International Human Resources Development of management, the impact of globalization, showing the current location and activities in Kyrgyzstan aimed to determine international firms HRM issues. These problems have been introduced as a result of business manager one to one meeting with. Selected businesses are based in Turkey. The reason are Turkish companies seeking to operate in Kyrgyzstan. Especially in recent years, bilateral relations between Kyrgyzstan and Turkey are developing. Proliferation of Turkish investors in Bishkek also increases the importance of this research. This study may guide the Turkish businessmen in Bishkek.
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Qasim Husein Haidar, Sinan. "Human resources strategies and their implications for achieving sustainable competitive advantage /." In 11th International Conference of Economic and Administrative Reform: Necessities and Challenges. University of Human Development, 2022. http://dx.doi.org/10.21928/uhdicearnc/8.
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Human resource management is one of the most important functions of management because it focuses on the human element, which is considered the most valuable resource for management and the most influential in productivity at all. Rather, the productivity of the organization depends on the extent to which business organizations possess qualified individuals who are considered among the competitive sources on which the organization depends within the business sector. Business companies are not a competition within the financial sector or profits, but competition is based on the extent to which any communication company owns the human resource that works to add value to the organization, which in turn works to increase the profits of companies, hence the importance of the study in terms of taking into account the strategies used in resource management Human resources and their impact, considering the human resource as a sustainable competitive advantage. As the study was conducted on two companies, including telecommunications in Dohuk governorate, Asiacell and Korek Telecom, the researcher distributed approximately (40) forms, and (30) forms were retrieved from the research sample represented by the administrative leaders in the study sample, which were randomly selected as a sample from the study population. represented by telecommunications companies within the governorate of Dohuk, or as the study used the questionnaire as a performance to measure its variables and the extent of the impact of strategies on sustainable competitive advantage, and the data was analyzed by relying on the ready-made program (spss)). After the analysis, the study reached a set of conclusions, the most important of which are: 1- There is a significant correlation between human resource strategies and sustainable competitive advantage, especially in the training dimension, both at the macro and micro levels 2. There is a significant effect of statistical significance between human resources strategies and sustainable competitive advantage at the micro and macro levels of the study sample. Keywords: human resources, competitive advantage, planning, intellectual capital, motivation. "
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Qasim Husein Haidar, Sinan. "Human resources strategies and their implications for achieving sustainable competitive advantage /." In 11th International Conference of Economic and Administrative Reform: Necessities and Challenges. University of Human Development, 2022. http://dx.doi.org/10.21928/icearnc/8.
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Human resource management is one of the most important functions of management because it focuses on the human element, which is considered the most valuable resource for management and the most influential in productivity at all. Rather, the productivity of the organization depends on the extent to which business organizations possess qualified individuals who are considered among the competitive sources on which the organization depends within the business sector. Business companies are not a competition within the financial sector or profits, but competition is based on the extent to which any communication company owns the human resource that works to add value to the organization, which in turn works to increase the profits of companies, hence the importance of the study in terms of taking into account the strategies used in resource management Human resources and their impact, considering the human resource as a sustainable competitive advantage. As the study was conducted on two companies, including telecommunications in Dohuk governorate, Asiacell and Korek Telecom, the researcher distributed approximately (40) forms, and (30) forms were retrieved from the research sample represented by the administrative leaders in the study sample, which were randomly selected as a sample from the study population. represented by telecommunications companies within the governorate of Dohuk, or as the study used the questionnaire as a performance to measure its variables and the extent of the impact of strategies on sustainable competitive advantage, and the data was analyzed by relying on the ready-made program (spss)). After the analysis, the study reached a set of conclusions, the most important of which are: 1- There is a significant correlation between human resource strategies and sustainable competitive advantage, especially in the training dimension, both at the macro and micro levels 2. There is a significant effect of statistical significance between human resources strategies and sustainable competitive advantage at the micro and macro levels of the study sample. Keywords: human resources, competitive advantage, planning, intellectual capital, motivation. "
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Vochin, Oana Alexandra, Alexandra Maria Sârbu, Rodica Pamfilie, and Roxana Sârbu. "The Role of Human Resources Function in Promoting Sustainability on Oil & Gas Industry." In 9th BASIQ International Conference on New Trends in Sustainable Business and Consumption. Editura ASE, 2023. http://dx.doi.org/10.24818/basiq/2023/09/069.
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This article presents the level of awareness among Human Resources managers and professionals of an Austrian oil & gas company with regards to Green Human Resource Management (GHRM). This is an approach with focus on integrating environmental sustainability practices into various HR functions within an organization. In addition, it recognizes that HR plays a crucial role in promoting and supporting sustainability by aligning the related policies and practices when it comes to talent attraction and retention, diversity, equity and non-discrimination or training and organizational effectiveness. To collect the data, a qualitative research methodology was used. We aimed to deep dive on how the Human Resources function integrates the environmental, social and economic sustainability principles into the practices, policies and strategies of the organization. Thus, such actions involve long-term impact HR decisions and actions on the environment, society and on the overall well-being of employees and stakeholders. The theoretical framework of the article is based on how corporate sustainability is integrated as a component of the overall business and Human Resources strategy. Interviews in the area of Talent attraction & Retention (Recruitment), Diversity, equity and non-discrimination and Training & Organizational Effectiveness were conducted in order to deep dive on the synergies between sustainability and HR strategy approach. The finding of the study confirms that there is a relationship between the presence of GHRM and corporate sustainability in the Austrian oil & gas company where the interviews were conducted. The HR managers and professionals are aware of Green Human Resources Management, however there is space for improvement in building the right business capabilities for a sustainable environment. In this respect, organizations should implement strategic human resources management policies based on Green Human Resources Management concept, with more focus on selecting, developing and retaining green employees. By integrating sustainability principles into HR principles, organizations can contribute to a more sustainable and responsible future while fostering a positive workplace culture that attracts, develops and maintains top talents.
Reports on the topic "Human resources management functions"
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Jakubonis, Džiugas, and Rasa Romerytė-Šereikienė. Application of Innovations in Human Resources Management. Vilnius Business College, 2024. http://dx.doi.org/10.57005/ab.2024.1.5.
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Innovation in human resources management in today's fast forward changing world became crucial for the success of modern businesses. It is believed that human resources management (HRM) is one of the most important functions of the organisation, which helps to ensure business efficiency, competitiveness, and stability. Human resources management is no longer just instructions from a higher manager to the lower, that is the entire system of employee management, whereby the company seeks to be innovative, competitive, attractive to employees, creating workplaces, adapting to both economic and market conditions.
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Kraynova, O. S., and E. E. Egorov. Human resources management in services industry. Ljournal, 2015. http://dx.doi.org/10.18411/kray-2015-book-00075.
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Agrawal, Asha Weinstein, Evelyn Blumenberg, Anastasia Loukaitou-Sideris, and Brittney Lu. Understanding Workforce Diversity in the Transit Industry: Establishing a Baseline of Diversity Demographics. Mineta Transportation Institute, 2024. http://dx.doi.org/10.31979/mti.2024.2213.
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This study provides baseline data on the status of the racial/ethnic and gender diversity of the transit agency workforce in the U.S. and identifies potential barriers and promising practices for diversifying this workforce. Public transit agencies function best when the diversity of their workforce represents the communities they serve, yet previous research finds an underrepresentation of women and minorities in senior and managerial roles, along with an overconcentration of men and workers of color—particularly Black workers—in operational roles (e.g., drivers, janitors). The study updates those earlier studies with newer data drawn from five discrete research tasks: 1) review of the scholarly and professional literature on the topic; 2) review of the websites of the 50 largest transit operators; 3) analysis of employee demographic data submitted by 152 transit operators as part of Equal Employment Opportunity (EEO) program plans; 4) analysis of responses to an original survey sent to the human resources personnel of transit agencies (92 responses from staff at 68 agencies), and 5) interviews with 12 professionals selected for their expertise in transportation workforce diversity monitoring, management, and/or advocacy.
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Alonso, Pablo, and Agustina Schijman. IDB-9: Human Resources Processes. Inter-American Development Bank, 2013. http://dx.doi.org/10.18235/0010522.
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This evaluation assesses the implementation of Inter-American Development Bank (IDB, or Bank) commitments related to the human resources (HR) policies set out in the 2007 realignment and IDB-9. Under these commitments, the Bank is required to continue improving its organizational efficiency and capacity, building on the organizational model set forth in the 2007 realignment. This report is a preliminary review of the topic; next year's evaluation of the realignment by the Office of Evaluation and Oversight will explore issues of efficiency and efficacy in greater depth. The evaluation finds that the IDB-9 results framework is insufficient to allow a full assessment of the "full and effective implementation" of the HR mandates. Nonetheless, it finds progress in the implementation of some of the commitments, such as the strengthening of capacity in country offices, the implementation of a results-based performance framework, the promotion of gender diversity, the improvement of talent management, and the reform of the process for contracting consultants. It is too soon to judge whether these reforms are yielding the expected results in terms of cost-effectiveness, client satisfaction, reduced time in project preparation and execution, improved project quality and evaluability, increased country knowledge and project origination, better technical dialogue with clients, increased employee motivation and performance, and better talent management.
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Soldano, Miguel, Michelle Fryer, Euric Allan Bobb, et al. Evaluation of the Results of the Realignment. Inter-American Development Bank, 2014. http://dx.doi.org/10.18235/0010579.
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The Realignment defined four key goals to respond to a perceived loss of Bank relevance and presence in LAC: sharpening sector focus and expertise, sharpening country focus, strengthening risk- and results-based management, and enhancing institutional efficiency. To achieve these goals, it proposed adjustments to the Bank's structure, processes, and human resources and incentives which included, among other things, the introduction of a new matrix organization, the delegation of additional responsibilities to country offices and project team leaders, the updating of operational and corporate processes, and changes in staffing and HR policies. This evaluation concludes that the Realignment's underlying direction toward a matrix structure and greater decentralization were appropriate, but it has not yet achieved all of its objectives. There are several noteworthy trends on the positive side. The technical skills of Bank staff have improved, the capacity to generate and disseminate knowledge has increased, and more authority has been delegated to country representatives and team leaders, bringing IDB closer to the client. The collaboration between staff in the same sector in country offices and headquarters has increased, as has the continuity of project team membership over the project cycle. However, the matrix is not yet functioning well. VPC has limited authority and few mechanisms to coordinate Bank inputs at the country level to ensure delivery of a coherent and efficient program. VPS and VPP have limited opportunity or incentive to bring their knowledge and influence to bear in country strategy and programming. Sector silos are tall and the pressures to lend and disburse greater than ever. As a result, the Bank and its borrowing countries are not reaping the full potential gains from cross-matrix coordination and collaboration in country strategy and program formulation, project design and implementation, and knowledge sharing. Moreover, the evaluation did not find conclusive evidence of improved efficiency. Some processes (such as quality control at the project level) appear unnecessarily time-consuming and uncertain, and the lack of full cost accounting or binding budget constraints for task teams weakens incentives for the efficient use of resources. The report offers five broad recommendations: (i) to enhance country focus, further strengthen the country program management function in country offices; (ii) to enhance inter-VP coordination and country program coherence, strengthen the role of VPS and VPP in country strategy-setting and programming; (iii) To enhance development effectiveness, strengthen mechanisms for quality control of Bank operational products; (iv) to enhance efficiency, continue to strengthen budget processes and information systems to ensure full and accurate cost accounting; and, (v) to promote effectiveness and efficiency, fill a significantly higher share of management positions through transparent competitive processes. Under each recommendation the evaluation proposes specific measures Bank management should consider (among other options) to move in the directions recommended.
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Kraynova, O. S., and D. M. Sataeva. The maintenance of human resources for the concept total quality management in services industry. Ljournal, 2018. http://dx.doi.org/10.18411/kray-2018-book-00072.
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Williams, Penny, Tyge Kummer, Mazlan Maskor, and Catherine Kennon. The State of AI in Australian Human Resources. Australian Human Resource Institute, 2024. https://doi.org/10.5204/rep.eprints.254106.
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Alongside work of all forms, the human resources profession is undergoing a transformation fuelled by rapid developments in artificial intelligence (AI) and the automation of HR and Management processes. This report presents findings from research undertaken as a collaboration between Queensland University of Technology (QUT) and the Australian Human Resources Institute (AHRI), to understand how these transformations are shaping the experiences of HR professionals in Australia, including their concerns and perspectives on the use of Generative AI in the workplace.
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Journeay, M., J. Z. K. Yip, C. L. Wagner, P. LeSueur, and T. Hobbs. Social vulnerability to natural hazards in Canada. Natural Resources Canada/CMSS/Information Management, 2022. http://dx.doi.org/10.4095/330295.
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While we are exposed to the physical effects of natural hazard processes, certain groups within a community often bear a disproportionate share of the negative consequences when a disaster strikes. This study addresses questions of why some places and population groups in Canada are more vulnerable to natural hazard processes than others, who is most likely to bear the greatest burden of risk within a given community or region, and what are the underlying factors that disproportionally affect the capacities of individuals and groups to withstand, cope with, and recover from the impacts and downstream consequences of a disaster. Our assessment of social vulnerability is based on principles and analytic methods established as part of the Hazards of Place model (Hewitt et al., 1971; Cutter, 1996), and a corresponding framework of indicators derived from demographic information compiled as part of the 2016 national census. Social determinants of hazard threat are evaluated in the context of backbone patterns that are associated with different types of human settlement (i.e., metropolitan, rural, and remote), and more detailed patterns of land use that reflect physical characteristics of the built environment and related functions that support the day-to-day needs of residents and businesses at the community level. Underlying factors that contribute to regional patterns of social vulnerability are evaluated through the lens of family structure and level of community connectedness (social capital); the ability of individuals and groups to take actions on their own to manage the outcomes of unexpected hazard events (autonomy); shelter conditions that will influence the relative degree of household displacement and reliance on emergency services (housing); and the economic means to sustain the requirements of day-to-day living (e.g., shelter, food, water, basic services) during periods of disruption that can affect employment and other sources of income (financial agency). Results of this study build on and contribute to ongoing research and development efforts within Natural Resources Canada (NRCan) to better understand the social and physical determinants of natural hazard risk in support of emergency management and broader dimensions of disaster resilience planning that are undertaken at a community level. Analytic methods and results described in this study are made available as part of an Open Source platform and provide a base of evidence that will be relevant to emergency planners, local authorities and supporting organizations responsible for managing the immediate physical impacts of natural hazard events in Canada, and planners responsible for the integration of disaster resilience principles into the broader context of sustainable land use and community development at the municipal level.
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Bhatia, A. Participatory Forest Management: Implications for Policy and Human Resources' Development in the Hindu Kush-Himalayas; Volume VI - Pakistan. International Centre for Integrated Mountain Development (ICIMOD), 2000. http://dx.doi.org/10.53055/icimod.358.
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Bhatia, A. Participatory Forest Management: Implications for Policy and Human Resources' Development in the Hindu Kush-Himalayas; Volume IV - India. International Centre for Integrated Mountain Development (ICIMOD), 2000. http://dx.doi.org/10.53055/icimod.357.
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