Academic literature on the topic 'Human resources management skills'
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Journal articles on the topic "Human resources management skills"
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Taher, Lect Najihah Mohammed. "Review of Human Resource Management: Key Concepts and Skills by Phil B. Beaumont." Journal of Social Sciences and Humanities Research Fundamentals 05, no. 03 (2025): 7–11. https://doi.org/10.55640/jsshrf-05-03-02.
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Human Resource Management, HRM, is a comparatively new term. It refers to a basic philosophy, a way of doing things, which values people as assets, that is, human resources. Traditionally, all management may be a businessman, a government administrator, or a university dean, and is carried on with a view to making profits or achieving the given goals or fulfilling certain prescribed functions. They pursue the above goals or activities by seeing different factors as resources like raw materials, financial resources, and technologies. On the other hand, HRM is an approach in which sufficient attention is paid to the most valuable assets of the organizations, that is, the workforce. We know that all factors in production management are subject to fast changes, but human factors are sometimes unpredictable and subject to rapid changes.
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Dharma Diani, Rinny, Hamida Hamida, and I. Ketut R Sudiarditha. "The Role of Human Resources in Human Capital Management." Siber Journal of Advanced Multidisciplinary 2, no. 1 (2024): 145–60. http://dx.doi.org/10.38035/sjam.v2i1.145.
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This article discusses the important role of human resources (HR) in Human Capital Management (HCM) with a theoretical basis from various experts, as well as global case studies that illustrate the implementation of the role of HR in HCM. Based on the theory outlined in "Armstrong's Handbook of Human Resource Management Practice," HCM underscores the importance of managing human capital as a strategic asset that contributes to the achievement of organizational goals. Experts such as Gary Becker, David Ulrich, and Michael Armstrong state that investing in developing employee skills and knowledge is the key to increasing a company's productivity and profitability. In a global context, case studies show that the role of HR has evolved to become more strategic, not only managing employees but also adapting to current trends in human resource management. These trends include employee well-being, skills-based hiring, work flexibility, hybrid learning, ESG reporting, and interpersonal skills development. The role of HR in HCM is about transforming human resources into the main force that drives organizational growth and sustainability through effective and adaptive management strategies.
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Protasenko, O., and G. Mygal. "HUMAN RESOURCES ARE A FACTOR IN APPLYING OF MAN-MACHINE SYSTEMS SAFETY." Municipal economy of cities 6, no. 159 (2020): 139–46. http://dx.doi.org/10.33042/2522-1809-2020-6-159-139-146.
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Human resources are the important issue in the applying of man-machine systems safety. It is shown that the quality and quantity of human resources depend on how effective “resources cycle” occurs. It led to the development of three types of human resources inflow-outflow models, which can determine the effectiveness of “resources cycle”. It is established that the formation at the employee three types of skills (the resources estimation skill, the resources balance determination skill, the resources management skill) allows increasing efficiency of “resources cycle”. The primary measure to provide the formation of these skills is training. It was proposed “Resource Balance Card” to help the employee to determine the resources inflow-outflow balance independently.
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Martins, Dora. "Digital Human Resources Management HUB." European Conference on Knowledge Management 23, no. 2 (2022): 796–803. http://dx.doi.org/10.34190/eckm.23.2.314.
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The focus of this empirical study is to explore the importance of creating a HUB specialized in digital human resources management (HRM). Digital Hubs are collaborative networks that aim to stimulate the adoption of advanced digital technologies that promote interaction between different agents for emerging ideas, tools, and for digital networking. Furthermore, a HUB could provide an overview of digital skills and learning strategies to improve these skills to work in a digital society. The main objective of this research is to explore the role of HRH practitioners as agents of creating, acquiring and diffusing knowledge about digital HRM issues. Thus, this study intends to know several stakeholders’ opinions about the importance of the creation of a collaborative platform to manage sourcing, information, and knowledge. It uses qualitative analysis to collect information based on an exploratory study using a focus group with a group of stakeholders (HRM professors, students, and practitioners) with an interest in the topic, through a collective semi-structured interview. The results show that it is important to create a digital HUB to enhance the use of advanced technology in the development of HRM and to facilitate the digital transformation of the different HRM stakeholders. As main activities to develop, the ones identified are: (1) to create a digital room to improve the learning of HRM students related with tools such as chatbots and avatars; (2) to do regular HRM talks to promote the sharing of new knowledge regarding digital innovations; (3) to define digital HRM working groups to create new knowledge; (4) to develop HRM entrepreneurship projects as well as (5) research projects related to digital issues; and (6) to share a digital HRM Library. We conclude by reflecting the importance of HRM digital transformation and also encourage higher education institutions to become shared and open digital learning spaces. The conclusion provides suggestions for opportunities for future research.
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MAZILU (ALEXANDRESCU), Elena-Alexandra. "THE CONCEPT OF HUMAN RESOURCES MANAGEMENT." BULLETIN OF "CAROL I" NATIONAL DEFENCE UNIVERSITY 10, no. 4 (2022): 72–77. http://dx.doi.org/10.53477/2284-9378-21-45.
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The concept of human resources management has developed over time starting from personnel management, focusing much more on human resources planning, recruitment and selection, but also on evaluating professional performance and career management. The efficient implementation of human resources management at organizational level depends very much on the analysis of jobs. Job analysis provides elements that underlie the establishment of human resource needs and can be done through several methods, namely observation, interview or questionnaires. The recruitment and selection process can be improved by job analysis, because managers more objectively identify the knowledge, skills, abilities needed for a job and can structure tests based on job analysis results; they can state a more accurate job description.
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JIEQIAN, ZHANG, and RUDNAK ILDIKO. "HUMAN RESOURCE MANAGEMENT IN CHINA UNDER ECONOMIC GLOBALIZATION." Journal Plus Education 35, no. 1 (2024): 89–103. http://dx.doi.org/10.24250/jpe/1/2024/zj/ri/.
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Economic globalization is the development characteristic and advantage of modern economy, especially the in-depth development of knowledge economy and people-oriented era, which has become the decisive factor of the world economy in the 21st century. In this context, competition among countries increasingly revolves around the quantity, quality and development level of human resources. This transformation has brought both opportunities and challenges to human resource management (HRM) in China. Economic globalization has prompted China's human resources management concepts to be re-examined and updated, and the field of human resources management has shown a more diversified pattern. The subjects of human resources management are constantly changing, and it is necessary to adjust the human resource’s structure and improve the overall quality of the workforce. While economic globalization has brought opportunities to China, it has also brought tremendous pressure to China's human resources management. Fierce international competition has posed a severe test to human resources and challenged traditional human resource management methods and structures. This article deeply explores the impact of economic globalization on human resource management in China. It analyzes how China's human resources management responds to the emergence of diverse talent market, the growing demand for cross-cultural skills, the fluidity of global talent flows, the need for technology and digital transformation, and the regulation and compliance faced in operations challenge. Globalized environment. By understanding and responding to these changes, China's human resource management can proactively respond to the changing situation and seize the opportunities brought by economic globalization.
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Covell, Caroline. "Human Resources Management for Effective Public Administration." Chinese Public Administration Review 6, no. 3/4 (2016): 61. http://dx.doi.org/10.22140/cpar.v6i3/4.92.
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Managing human resources in public administration is difficult and complex because it is an academic field, a field of scientific management and application, and a field of managerial professionalism, which includes legal and political processes. Effective management of human resources in public administration requires the incorporation of human resources development and continuous and strategic planning for “the right person for the right job.” The contemporary public administration with personnel that possess “employable skills” belittles the government and reduces its capacity. This system has resulted in a human resource management style that is based on feelings. This paper argues that traditional human management is more effective and it determines the success and the strength of the government. The crisis faced by public administration today is the result of the reinventing the government movement–a system whose human resources management is based on “employable skills,” multitasking, and a fast-paced environment. This system diminishes the importance of knowledge, science, and professionalism. It causes a leadership crisis and poor capacity governance. This paper describes the theoretical foundation of human resources management in the government. This paper also discusses a comparative analysis between line-department and matrix approach as an alternative solution to improve the capacity of public employees so that they can perform effectively and maximize their potential.
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Covell, Caroline. "Human Resources Management for Effective Public Administration." Chinese Public Administration Review 6, no. 3-4 (2011): 61–81. http://dx.doi.org/10.22140/cpar.v6i3.4.92.
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Managing human resources in public administration is difficult and complex because it is an academic field, a field of scientific management and application, and a field of managerial professionalism, which includes legal and political processes. Effective management of human resources in public administration requires the incorporation of human resources development and continuous and strategic planning for “the right person for the right job.” The contemporary public administration with personnel that possess “employable skills” belittles the government and reduces its capacity. This system has resulted in a human resource management style that is based on feelings. This paper argues that traditional human management is more effective and it determines the success and the strength of the government. The crisis faced by public administration today is the result of the reinventing the government move-ment–a system whose human resources management is based on “employable skills,” multitasking, and a fast-paced environment. This system diminishes the importance of knowledge, science, and professionalism. It causes a leadership crisis and poor capacity governance. This paper describes the theoretical foundation of human resources management in the government. This paper also discusses a comparative analysis between line-department and matrix approach as an alternative solution to improve the capacity of public employees so that they can perform effectively and maximize their potential.
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Šveb Dragija, Marta. "Human Resources Management in Museums." Ekonomski pregled 75, no. 6 (2024): 460–76. https://doi.org/10.32910/ep.75.6.2.
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This PRISMA systematic review aims to investigate the human resources management (HRM) challenges faced by museums and potential strategic solutions. Despite being a valuable asset, HRM in museums has presented significant challenges for museum management, which until now have not been systematically researched. The analysis was conducted throughout July 2023, with the final sample including 32 records. The findings reveal eight key HRM challenges: digital revolution, co-creation of exhibitions, outdated leadership approaches, lack of crisis and climate change management, high staff turnover, challenges in creating an inclusive museum environment, lack of staff competencies, and organizing staff training. To navigate these challenges successfully, museums can implement a range of strategic solutions. These solutions center on skills development, the adoption of contemporary leadership approaches grounded in collaboration, and the crucial role of organizational and legislative support for staff and talent development in museums. Although the study is limited in the number of records covered, due to the dearth of studies on HRM in museums, it marks the first systematic examination of the HRM challenges in museums, enriching the field of museum and heritage studies by shedding light on the current obstacles impeding the creation of positive, talent-nurturing work environments within museums.
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Nurwan, Nurwan, Abdul Hamid Habbe, and Abdul Wahab. "Overview of Human Resource Management in Islamic Economics." Dinasti International Journal of Economics, Finance & Accounting 2, no. 5 (2021): 479–88. http://dx.doi.org/10.38035/dijefa.v2i5.1051.
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Islamic economic human resources are said to be important because Islamic economic resources must have morals, skills and competencies. The purpose of this study is to review how the concept of human resource management in Islam is.The data collection method in the article is a literature study with descriptive analysis. The results of the study stated thatHuman resources in Islam are those who have the noble qualities of the Prophet SAW, namely Siddiq (true and honest), Amanah (honest/trustful, responsible), Fathanah (intelligent) and Tabligh (transparent). These qualities will produce human resources who are kafa'ah (professional), amanah (trustworthy), and himmatul amal (work motivation).
Dissertations / Theses on the topic "Human resources management skills"
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Grabrovaz, Meaghan. "An investigation into the forecasting of skills in nuclear decommissioning." Thesis, University of Central Lancashire, 2017. http://clok.uclan.ac.uk/23759/.
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This study explores the nature of skills forecasting in nuclear decommissioning and that which makes skills forecasting information useful. The study adopts a pragmatic approach using an interpretative, qualitative case study research design and draws on aspects of a critical realist approach to uncover, deconstruct and challenge some ‘norms’ in skills forecasting. The study makes an original contribution to knowledge through the identification of nineteen factors that influence skills forecasting in the nuclear industry. It also generates a baseline of knowledge on the theory and practice of skills forecasting and management through a review of the literature on skills, forecasting, skills forecasting and workforce planning and relevant aspects of public sector management and HRM. The study documents and compares current skills forecasting practice amongst UK site licensed companies and selected supply chain companies. Such research has not previously been conducted in the nuclear decommissioning industry. This answers research questions about why, and how, different groups in the sector perform skills forecasting and how variations in approaches affect the information produced. It also answers research questions about who uses skills forecasting information, and how. Together with a review of current problems with skills information, this contributes to an understanding of what makes skills information useful. The research evidences that while the industry has some common features with other High Reliability Organisations, there are unique dimensions which make this research significant. Some ‘norms’ operating in skills forecasting were challenged including how it is being used, eg as an agent for change by some groups, and assumptions about the potential availability of skills from the supply chain. The literature review was used to construct a practical-ideal type, an approach derived from classical pragmatism offering a version of a nearly ideal process, on the understanding that this is socially constructed and subject to continual change. Existing practice is evaluated against this practical-ideal type in a unique application of this methodology in the nuclear decommissioning context.
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Singh, Ramendra. "An Analysis of Transformational Leadership Skills of Marketing, Sales, Human Resources, and Information Technology Leaders in Relation to Their Job." Thesis, Brandman University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10242925.
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<p> <b>Purpose:</b> The purpose of this quantitative descriptive study was to identify transformational leadership skills exhibited by executives in mid-size companies, working in the fields of Marketing, Sales, HR, and IT. Additionally, this study also tried to identify top domains and skills for each group, and analyze the similarities and differences between groups. </p><p> <b>Methodology:</b> The study was structured around three research questions. As this was a quantitative study, self-rating data on 10 domains and 80 skills were collected using the Transformational Leadership Skills inventory instrument. These data were then analyzed using multiple statistical methods. </p><p> <b>Findings:</b> Analysis of data produced multiple findings in relation to top, middle, and bottom tier skills and domains for each group, thereby supporting the hypothesis that the situational context of job function is material for transformational leadership. </p><p> <b>Conclusions:</b> There were six conclusions that applied to all groups, thereby providing valuable insights in relation to similarities across job functions. Additionally, there were multiple differences found in the use of transformational leadership skills across Marketing, Sales, HR, and IT functions, leading to the creation of distinct transformational leadership skill portfolio for each group. </p><p> <b>Recommendations:</b> There were six implications for actions that were developed from the conclusions, ranging from hiring, to talent development, to succession planning. Additionally, eight recommendations for future research were also presented, ranging from logical extensions of this study into different verticals, to complementary new studies that would expand the body of knowledge, to longitudinal cross-sectional study that can be developed over time.</p>
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Woolcock, Peter Howard. "IS/IT competences under outsourcing." Thesis, Henley Business School, 1998. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.480899.
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Fernandes, Luís Miguel Ribeiro. "Formação na Saint-Gobain Sekurit Portugal." Master's thesis, Instituto Superior de Economia e Gestão, 2015. http://hdl.handle.net/10400.5/10064.
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Mestrado em Ciências Empresariais<br>O estágio a que este relatório se refere decorreu nas instalações da empresa SAINT GOBAIN, cuja atividade se centra na indústria vidreira e na fabricação de subprodutos do vidro.
O estágio foi desenvolvido no Departamento de Recursos humanos no período compreendido entre Novembro de 2014 e Janeiro de 2015.
No âmbito deste estágio on the job estudou-se o comportamento de um universo de 159 colaboradores em contexto laboral, tendo-se comparado as suas apetências profissionais antes e após formação, pelo que o presente estudo se foca essencialmente na relevância que a formação assume na performance de uma organização.
Este estudo acaba por concluir que o capital humano das organizações é a principal vantagem competitiva de uma empresa.
De facto, o seu ativo intelectual, o seu saber-fazer num elevado nível de desenvolvimento, o seu relacionamento interpessoal e o papel da sua credibilidade na captação e fidelização de clientes são um conjunto de elementos não materiais (imateriais) associados ao desenvolvimento do negócio e que valorizam inevitavelmente a reputação de uma empresa.
Este trabalho apresenta as conclusões relativas ao impacto que a formação tem a nível pessoal e organizacional na SAINT GOBAIN, conclusões extraídas das fichas de avaliação e de um inquérito preenchido pelos colaboradores, formadores e diretores de setores-chave da empresa.
Conclui-se que a formação é instrumento fundamental no desenvolvimento da empresa, por ser uma base fundamental de aquisição de conhecimentos, técnicas e comportamentos necessários ao melhor posicionamento da empresa no mercado competitivo em que atua.<br>The stage at which this report refers took place at the premises of the company SAINT GOBAIN, which focuses on the glass industry and the manufacture of glass products.
The stage was developed in the Department of Human Resources during the period from November 2014 to January 2015.
Within this stage on the job he studied the behavior of 159 workers in the employment context, having compared their professional cravings before and after training, so this study focuses mainly on relevance that training takes in performance of an organization.
This study ultimately concluded that the human capital of organizations is the key of the competitive advantage of a company.
In fact, their intellectual assets, the know-how at a high level of development, their interpersonal relationships and the role of its credibility in customer acquisition and loyalty are a set of elements immaterial (intangible) associated with the development of business and that inevitably value the reputation of a company.
This paper presents the findings on the impact that training has a personal and organizational level in SAINT GOBAIN, conclusions drawn from the evaluation forms filled in by employees, trainers and directors of key sectors of the company.
We conclude that training is key tool in the development of the company, as a fundamental basis for the acquisition of knowledge, skills and behaviors necessary to better position the company in the competitive market in which it operates.
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Dias, Ana Teresa Abrantes. "Gestão de competências no setor bancário : uma revisão de literatura." Master's thesis, Instituto Superior de Economia e Gestão, 2019. http://hdl.handle.net/10400.5/18951.
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Mestrado em Gestão de Recursos Humanos<br>Nos dias de hoje, e com a crescente informatização e digitalização das organizações, sendo estas tecnologias cada vez mais comuns no dia-a-dia de qualquer instituição bancária, os recursos humanos aparecem como o principal elemento distintivo entre diferentes instituições, sendo considerados os principais ativos das empresas. As competências aparecem neste sentido, podendo ser definidas como as habilidades, os conhecimentos e as atitudes que cada indivíduo possui, que têm impacto no seu desempenho e nos resultados obtidos. As competências devem, então, ser geridas, e aplicadas corretamente dentro da organização, para se obter os melhores resultados possíveis, maximizando, assim, os recursos humanos. Assim, este trabalho refere-se a uma análise da produção científica, na segunda década do séc. XXI, sobre a temática das competências e da gestão de competências no setor bancário. A principal contribuição deste trabalho consiste na síntese da produção científica sobre competências e gestão de competências no setor bancário, com o objetivo de verificar quais as principais competências identificadas e a importância que a gestão de competências tem para estas instituições. Apesar das competências técnicas e científicas serem muito importantes, também se deve dar importância às competências sociais e pessoais dos funcionários. A gestão das competências dentro de um banco vai permitir alocar indivíduos com determinadas competências em tarefas específicas, aumentando assim o desempenho e a eficiência das organizações.<br>Nowadays, with the increasing trend in the use of information and digitalization in organizations and with these types of technologies becoming ever more common in the day to day operations within banking institutions, human resources are being considered the most distinctive element between different institutions as well as considered the principal assets of companies. Competencies are therefore defined as abilities, knowledge as well as attitudes that each individual possesses, and those have an impact in their performance as well as in the results that they obtain. Competencies should, therefore, be managed and applied correctly within organizations, so that the best results can be achieved, therefore maximizing the human resources function. This paper refers to the analyses and scientific study in the second decade of the XXI century, about the competencies and the management of competencies in the banking sector. The first contribution in this paper consists in the syntheses of the scientific study about the competencies and the management of competencies in the banking sector, with the objective of verifying what are the main competencies identified as well as the importance that the management of competencies has for these types of institutions. Although the technical and scientific competencies are considered more important, we should also give importance to the social and personal competencies of employees. The management of competencies within a bank will allow the allocation of individuals with specific competencies in specific tasks and positions, like this increasing their performance and thus the efficiency of organizations.<br>info:eu-repo/semantics/publishedVersion
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Perunicic, Darko, and Rickard Palmqvist. "Business Graduates in Small Firms : Recruitment Possibilities and the Skills Gap." Thesis, Jönköping University, JIBS, Business Administration, 2007. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-935.
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<p>The trend that more and more recently graduated (business) students are having trouble entering the Swedish labor market, and the fact that many of Sweden’s small firms are perfect absorbers of labor − putting aside the larger firms − how well do these two supply and demand sides match. The recurring theme of this thesis was to analyze the perceptions that small firm managers in Jönköping area, in the business-related sectors, had of business graduates and business graduate skills and competences. It was the skills approach that was the main focus of this thesis. Here we restrict ourselves to the small firms that employ less than fifty people and more than ten.</p><p>To supplement the reflections of small firm managers on graduates, soon-to-become business graduates in Jönköping area (undergraduates or postgraduates) were asked for their own opinion on small firm recruitment possibilities, and which ‘basket of skills’ they acquired and thus found to be important for small business firms. It is because of these two complementing perceptions that the authors had a chance to underline interesting graduate recruitment results, and perception on skills gaps.</p><p>The research design was of mostly qualitative nature coupled with additional integrated quantitative data serving as a supplement to the former. The empirical work was conducted through four interviews with small businesses and three focus groups with graduates.</p><p>Two of the companies had a basic aversion towards employing graduates, while one was indifferent and another welcomed graduates into the company. Graduates were seen as a ‘fresh applicant’, with new ideas and good social competence. However, lack of work experience and practicality, risks of hiring and over qualification brings the employability down.</p><p>The authors cannot identify a clear indication of a skills gap or skills match, but when taking into account the categorization of skills between practical and non-practical ones, there is a very positive skills match between graduates and small firms. In this way recommendation for designing educational business programs on the basis of practical skills seems to be appropriate for having business students well equipped for the small business labor market. In addition to that, other interesting results point out to that the skills preferences/demand by small firms varies when taking into account whether they recruit graduates to specific job posts or just for general work.</p>
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Čapková, Michaela. "Zvýšení efektivity vedení lidí." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2011. http://www.nusl.cz/ntk/nusl-223063.
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Abstract The master’s thesis is concerned on personality of manager and his method of leadership. Describes theoretical knowledge of qualities and skills of manager and evaluates actual situation. On the end, contains project of trainings and next courses that contribute the development of manager’s professionalism and effectiveness.
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Gheliji, Elham. "Human Resource Management Strategies in Hospitality Industry : Employees’ competence, attitude, behavior and organizational operation (management perspective)." Thesis, Högskolan Dalarna, Företagsekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:du-29713.
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The current study demonstrates human resource strategies in hospitality industry (Hotel segment) and its impact on employee competencies and skills. The human resource management enhances employee performance and their credibility to maximize overall firm goals in hotel segment. Employees with level of attitude and behavior provide best services and performances. In this regard, service managers need to support and improve their employees’ skills and competencies related to the organization structure and strategy. Therefore, it is necessary for organization to have strong human resource management strategies to optimize the employees’ competencies and performance which drives higher organizational productivity. The research question of this thesis is how managers perceive that human resource management strategies influence on employees’ skill and competence in the hotel segment of Gothenburg? The data collection indicates that different human resource strategies executed to sustain employee roles and responsibilities. Various human resource strategies should implement to achieve valuable outcomes contributing to employees’ satisfaction and organization performance. Training practices, recruitment and selection, compensation and incentive practices, performance management and job design are essential human resource strategies which are identified in this research study. The thesis applies qualitative approach. Empirical data are collected through structured interviews. Moreover, the interactive model is used to analyze the collected empirical data.
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Monk, Robert Edward. "An investigation into the work of managers in Great Britain : with particular reference to the management of human resources, and the skills and knowledge used." Thesis, Middlesex University, 1994. http://eprints.mdx.ac.uk/6145/.
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The Study is in four parts. The first part provides a background to the original research through a short twentieth century history of management and synopses of the work of selected earlier writers and researchers. The second part provides the results of a new empirical study of managerial work in Great Britain in the early nineteen-nineties. This study follows the lead of earlier researchers such as Carlson, Stewart and Mintzberg and invstigates managerial work using three methodologies. A quantitative study through a questionnaire survey is complemented by a smaller diary study and thirty face to face interviews with a range of managers from widely differing organisations and jobs. A statistical analysis of the data provides a very detailed review of how managers spend their time, requirements for effective performance, how performance is measured, major changes which have affected them, and the skills and knowledge used. Analysis of the diary data provides a very detailed profile of managerial work. Factor analysis is used to identify a new managerial typology; and using data from the various elements of the study a series of detailed managerial models, identifying both similarities and differences, is provided for an average manager, a general manager, five types of functional manager and five hierarchical levels of manager. Using information from the interview case studies, together with the statistical analysis, the management of human resouces, or "getting things done through other people", is addressed and a range of abilities, skills and knowledge required for effective people management identified. This section, particularly, contributes to the field of knowledge and provides guidance for the development of management education and training. Part three provides a comparison of the present study with earlier researches and shows that whilst the fundamental nature of managerial work changes relatively. little, the environment within which it takes place is constantly changing. Recent changes identified include greater customer orientation and demands for quality, new legislation, "de-layering" and the very rapid development of new technologies within both offices and factories. The evidence suggests that the work of managers is becoming continually more demanding and increasingly difficult. Part four provides a range of very detailed appendices in support of the main text.
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Amenshiah, Ambrose K. "Capacity building of human resources in the oil and gas sector in Ghana: An exploration into the public-sector capacity building of human resources in the emerging oil and gas in Ghana." Thesis, University of Bradford, 2018. http://hdl.handle.net/10454/17452.
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This empirical research explored the capacity building of human resources in the emerging oil and gas sector in Ghana. Ghana’s oil and gas were discovered in commercial quantities in 2007 by GNPC and its partners in Jubilee field in the Cape Three Point in the western region, which signified a turning point in the development effort of the state. Local skills shortage perceived as a significant challenge. Thus the government envisaged the need to build local skill capacity which attracted an initial grant of US$38 million from World Bank to facilitate the implementation of oil and gas capacity building project in 2010.
The study adopted a mixed method approach for primary data collection. Matched samples of employees (226) working in four public sector organisations in the oil and gas sector were surveyed using the simple random technique, while human resource/training and development directors (9) were purposively sampled and interviewed on the human resources capacity building to assess and corroborates the survey data.
The study findings confirmed shortcomings in local skills in the public organisations in the petroleum industry. Comparatively, the results suggested that the performance appraisal tools could be further improved. The study also found local skills mismatch. It revealed that inadequate funding and delays in the release of funds affected local skill capacity building in the public-sector organisations in the industry. Originality, this is one of the very few studies to explore the shortcomings of local skill capacity in the selected organisation including the strategies used in addressing the skill gap. Research implications, more matched-sample studies are necessary to understand further how private companies (IOC’s) contributing to local skill capacity building. Practically, the study is of significance to the policymakers to address the skill gap in the energy sector. The main contribution of the research is to conceptualise the concept of HRM in Ghana’s context. The thesis, therefore, is an essential contribution to our understanding of the skill gap in the oil and gas industry in Ghana and the role of HR in this field.
Books on the topic "Human resources management skills"
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Lee-Ross, Darren. Human resources and tourism: Skills, culture and industry. Channel View Publications, 2010.
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Turner, Colin. One to one: Interpersonal skills for managers. The Staff College, 1994.
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Campbell, Adrian. New technology, skills, and management: Human resources in the market economy. Routledge, 1992.
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Atkinson, Christopher. Student-Driven Research in Human Resources Management: Developing Skills and Capacities. SAGE Publications Inc., 2023. http://dx.doi.org/10.4135/9781529627657.
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Pfeiffer, J. William. Design skills in human resource development. University Associates, 1988.
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Pfeiffer, J. William. Design skills in human resource development. University Associates, 1988.
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Giles, Leslie. Productive skills for process operatives. Institutefor Employment Studies, 1997.
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Hägerbäumer, Miriam, Udo Thelen, and André Renz, eds. Future Skills in Human Resource Management und Corporate Learning. Springer Fachmedien Wiesbaden, 2025. https://doi.org/10.1007/978-3-658-46481-3.
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Moore, Matthew. Managing lawyers: Recruiting and retaining staff in private practice. Chancery, 1994.
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Nkomo, Stella M. Applications in human resource management: Cases, exercises & skill builders. 3rd ed. South-Western College Pub., 1996.
Find full textBook chapters on the topic "Human resources management skills"
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Sousa, Maria José. "Human Resources Management Skills Needed by Organizations." In Leadership, Innovation and Entrepreneurship as Driving Forces of the Global Economy. Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-43434-6_33.
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Szende, Peter, Suzanne Markham Bagnera, and Danielle Clark Cole. "Special skills." In Human Resource Management in Hospitality Cases. Routledge, 2020. http://dx.doi.org/10.4324/9781351233316-85.
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Chen, Sandy. "Skill Management." In Dos and Don’ts in Human Resources Management. Springer Berlin Heidelberg, 2014. http://dx.doi.org/10.1007/978-3-662-43553-3_13.
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Gwiza, Aaram, Promise Machingo Hlungwani, Brighton Nyagadza, Victoria David, Gideon Masaruse, and Charles Massimo. "Developing Priority-Driven Leadership and Supervisory Skills Within Public Sector Low Resource Settings." In Transformational Human Resources Management in Zimbabwe. Springer Nature Singapore, 2022. http://dx.doi.org/10.1007/978-981-19-4629-5_6.
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Maireva, Chrispen, and Patience Mabika. "Enhancing the Quality of Practical Skills Assessment in Zimbabwean Higher Tertiary Education Institutions." In Transformational Human Resources Management in Zimbabwe. Springer Nature Singapore, 2022. http://dx.doi.org/10.1007/978-981-19-4629-5_3.
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Dugan, Beverly A. "The Development of Project Management Skills." In Advancing Human Resource Project Management. John Wiley & Sons, Inc., 2014. http://dx.doi.org/10.1002/9781118915912.ch13.
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Loughner, Pamela. "Closing Critical Skills Gaps." In The Encyclopedia of Human Resource Management. Pfeiffer: A Wiley Imprint, 2012. http://dx.doi.org/10.1002/9781118364710.ch21.
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Grugulis, Irena. "Management and leadership development." In Skills, Training and Human Resource Development. Macmillan Education UK, 2007. http://dx.doi.org/10.1007/978-0-230-20833-9_8.
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Grugulis, Irena. "Training, Development and Skills." In The SAGE Handbook of Human Resource Management. SAGE Publications Ltd, 2019. http://dx.doi.org/10.4135/9781529714852.n10.
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Chen, Sandy. "Training and Qualification: Essentials of Skill Management." In Handbook of Human Resources Management. Springer Berlin Heidelberg, 2015. http://dx.doi.org/10.1007/978-3-642-40933-2_24-1.
Full textConference papers on the topic "Human resources management skills"
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Suddapally, Lalitha, Ranjith kumar J, Prasanta Kumar Parida, D. Barani, and Guna Sankar Doguparthy. "Deep Learning-Based Employee Skills Inventory and Attrition Prediction for Human Resource Management." In 2025 4th International Conference on Sentiment Analysis and Deep Learning (ICSADL). IEEE, 2025. https://doi.org/10.1109/icsadl65848.2025.10933165.
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Raed Saud D, Al-Tayyar. "Experimentally Evaluate the Talent Management based on Electronic Human Resources in Saudi SMEs to Enhance Digital Skill Proficiency using Artificial Intelligence." In 2025 International Conference on Frontier Technologies and Solutions (ICFTS). IEEE, 2025. https://doi.org/10.1109/icfts62006.2025.11031622.
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KOSTADINOVA, Nadezhda Stoyanova, and Alina Nicoleta BONCILICĂ. "THE ROLE OF VOCATIONAL EDUCATION AND TRAINING AND HUMAN RESOURCES DEVELOPMENT IN BULGARIA'S ECONOMIC GROWTH." In International Management Conference. Editura ASE, 2025. https://doi.org/10.24818/imc/2024/04.03.
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Vocational education and training is a major engine for the economic growth of a country by developing skills that provide individuals with the opportunity to find skill-related jobs. Also, human resource development plays an essential role in the development of an adaptable and skilled workforce to drive innovation and economic growth. Taking these concepts into account, our article focuses on the role of vocational education and training and human resources development in economic growth in Bulgaria. We performed linear regressions using IBM SPSS Statistics to test the hypotheses deduced from literature. The results show that vocational education and training and human resource development have a positive influence on the economic growth of Bulgaria. Furthermore, vocational education and training plays a crucial role in the development of human resources to increase financial performance and competitiveness in a national economy. In conclusion, it can be stated that economic growth indicators, such as labor productivity, the increase in the employment rate, and the decrease in the poverty rate, depend on the quality of human resources.
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Silva, Paulino, Rui Bertuzi, and Martin Elger. "USING A CHANGE MANAGEMENT GAME TO IMPROVE HUMAN RESOURCES MANAGEMENT SKILLS." In International Technology, Education and Development Conference. IATED, 2016. http://dx.doi.org/10.21125/iceri.2016.1518.
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Vasile, Gabriel Ionuţ, and Xiaoyu Zhan. "Human Resources Management in Organizational Performance." In 2nd International Conference Global Ethics - Key of Sustainability (GEKoS). LUMEN Publishing House, 2021. http://dx.doi.org/10.18662/lumproc/gekos2021/9.
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The world we live in has countless organizations that are born, grow or disappear. The use of human resources is very common and essential for all types of organizations at all times. They ensure the survival and tryingness of the organization in today's dynamic business environment. The investment in human resources means not only the regular salary payments but also employees' personal and professional development in order to enhance their job skills and act responsibly when necessary. The traditional approach to human resources management implies only the costs for the job performed. The unique values of human resources imply both the ability of personal and professional development and the desire of self-improvement as standards of the modern world require. Work evaluation can have a negative impact and that happens when the manager considers the employee, as individual, accountable for bad job performance and does not take an account of the weak areas of performance evaluation and control.
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"Profile of Human Resources and Skills Needs in the Portuguese Tourism Sector." In 15th European Conference on Management, Leadership and Governance. ACPI, 2019. http://dx.doi.org/10.34190/mlg.19.111.
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Abramihin, Cezara. "Developing skills for adaptation to the digital era." In The 8th International Conference "Management Strategies and Policies in the Contemporary Economy". Academy of Economic Studies of Moldova, 2023. http://dx.doi.org/10.53486/icspm2023.56.
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The modern concept of continuing education supports the idea of the need to update knowledge, skills and abilities throughout life. This concept contributes to the permanent development of human resources, which must meet certain requirements, arising primarily in the economic environment. Therefore, it is important to pay special attention to the formation of the quality of human resources arising from the specifics of the economic conditions. From the perspective of the individual, this would mean understanding his life prospects and his own professional and educational trajectories through the lens of the development of the economic context. At the organizational level, the qualitative training of human resources is related to the ability of various structures to adapt to the new economic conditions. The digitization of the economy, which is becoming an objective reality for many countries, proposes special requirements for the qualitative characteristics of human resources. Currently, one of the main problems and a barrier in the transition to the digital economy is the lack of human resources prepared for work in the new conditions. In the context of Industry 4.0, a significant increase in the number of qualified specialists with a high level of IT potential is required, which can only be achieved by adjusting the education system to the realities of the functioning of the digital economy. This article discusses the state and prospects of the development of the digital economy and the digitization processes of education in the context of the qualitative training of future human resources.
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Englmeier, Kurt, and Pedro Contreras. "Operationalising ontologies for competence management in the industry." In 9th International Conference on Human Interaction and Emerging Technologies - Artificial Intelligence and Future Applications. AHFE International, 2023. http://dx.doi.org/10.54941/ahfe1002951.
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With the increasing availability of digital resources for on-the-job training, competence management in the industry requires new tools to identify training opportunities for the continuous development of the skills of employees. Our emphasis is to determine which digital courses or further learning resources suit the actual employee’s competence in combination with the skills and knowledge she or he aspires to achieve. In this paper, we describe the role of ontologies and, in particular, the ESCO ontology for the development of suitable profiles for learners, learning goals, and learning resources. We describe the matching processes operating on these profiles in order to identify the training opportunities that match best the learner’s capacity and aspirations.
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Lay, Nelson, Luis Felipe Vergara Maldonado, Andres Rubio, and Paula Riquelme. "Innovation and Trends in Human Resources: Analysis of Improvement Strategies in Graduation Projects from a Master's in HR and Human Talent Management." In 2024 AHFE International Conference on Human Factors in Design, Engineering, and Computing (AHFE 2024 Hawaii Edition). AHFE International, 2024. http://dx.doi.org/10.54941/ahfe1005760.
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This study analyzes the improvement strategies in the area of Human Resources (HR) proposed in 67 graduation projects (Master's Final Project) over the last 3 years from two master's programs of the Faculty of Economics and Business at Andrés Bello University: Master in Human Resources Management and Management Skills and Master in People Management and Talent Management. Using quantitative and qualitative techniques, the study examines trends and the degree of innovation in the projects presented by students. The focus is on the relevance of these strategies in addressing current challenges in the field, including talent retention, diversity and inclusion, and digital transformation. The results point to significant progress in applying modern theories and cutting-edge talent management practices. This analysis provides a valuable perspective on the evolution of HR practices and serves as a resource for academics in improving educational practices and for professionals interested in the ongoing development of the sector.
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Jašková, Dana. "Development of Human Capital Quality Based on Quantitative Indicators." In 6th International Scientific Conference – EMAN 2022 – Economics and Management: How to Cope With Disrupted Times. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2022. http://dx.doi.org/10.31410/eman.2022.145.
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Human capital represents the knowledge, skills and characteristics of an individual that facilitate the creation of personal, social and economic well-being. Measuring, analyzing and subsequently developing human capital is a prerequisite for the region’s prosperity. Human capital is a set of human abilities and skills that has a direct impact on the potential of social activity. Measuring and monitoring human capital development is an important part of regional policy. This process is complex because human capital is a qualitative characteristic of man. The links, correlations and causal links between the different sets of human resources data are identified. The assessment of human capital levels must be based on many quantitative indicators. This paper evaluates the development of human capital in Slovakia using an aggregated, composite indicator. The composite indicator is constructed using selected weighted indicators. By applying more complex multidimensional statistical methods, the assessed indicators are aggregated into a composite indicator, and its development is then evaluated.
Reports on the topic "Human resources management skills"
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bin Ahsan, Wahid, Asad Uz Zaman, Sultana Nasrin Anika, Tanjina Akter, Dip Chandra Dey, and Shishir Sarker. Advancing Human-Centered Design Practices Among Designers in Bangladesh: Updated Insights 2024. Userhub, 2024. http://dx.doi.org/10.58947/jgvd-qwmr.
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This qualitative case study explores the work processes and challenges faced by designers in Bangladesh regarding the adoption of human-centered design (HCD) methodologies. Interviews with 50 participants from various industries revealed that while Bangladeshi designers possess strong visual design skills, they often lack an understanding of HCD methodologies and face challenges such as time management, payment issues, and limited access to resources. The study underscores the need for a collaborative environment among clients, designers, and management, as well as enhanced education and resources to support HCD adoption. These insights highlight critical areas for improving design education, communication, and collaboration in Bangladesh.
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Busso, Matías, Kyunglin Park, and Nicolás Irazoque. The Effectiveness of Management Training Programs: A Meta-Analytic Review. Inter-American Development Bank, 2023. http://dx.doi.org/10.18235/0004815.
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We conduct a meta-analysis of 44 studies and 68 different managerial skills training programs, with the aim of identifying program characteristics that can lead to more effective public policies promoting firm growth and entrepreneurship. We synthesize 431 estimates to assess the effects of these programs on firm performance. Our findings show that, on average, managerial skills development programs have positive returns on management practices, firm productivity, profits, and survival. We also examine how program and participant specifications affect program effectiveness. Our analysis suggests that, on average, business training programs focused on human resources, soft skills, marketing, and finance-accounting, especially when organized by local organizations, tend to result in better firm performance. Moreover, training of potential entrepreneurs and managers in specifically targeted sectors such as agriculture, manufacturing, or services was more likely to result in improvement compared to non-targeted programs. Finally, our results indicate that programs that involve both male and female participants are more likely to enjoy higher effects from managerial training interventions.
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Méndez Rodríguez, Alejandro. Working Paper PUEAA No. 12. The mobility of international students as the first link in the migration of talents in Japan. Universidad Nacional Autónoma de México, Programa Universitario de Estudios sobre Asia y África, 2022. http://dx.doi.org/10.22201/pueaa.010r.2022.
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In the current era of the knowledge-based economy, the mobility of intellectual capital through international students is very significant. Immigration policies establish instruments for the organization and management of human resources to attract qualified workers and international students in a context of global competitiveness. Currently, Asian countries have gained relevance in attracting human resources. In Japan, the main component influencing the dynamics of international migration flows is the transnational labor market for skilled human resources, as well as the mechanisms that shape it. The aim of this paper is to describe the socioeconomic factors that shape, drive and contextualize the mobility of skilled workers.
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Rosser, Andrew, Phil King, and Danang Widoyoko. The Political Economy of the Learning Crisis in Indonesia. Research on Improving Systems of Education (RISE), 2022. http://dx.doi.org/10.35489/bsg-rise-2022/pe01.
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Indonesia has done much to improve access to education in recent decades but it has had little success in improving learning outcomes. This paper examines the political origins of this problem. It argues that Indonesia’s learning crisis has reflected the political dominance during the New Order and post-New Order periods of predatory political, bureaucratic and corporate elites who have sought to use the country’s education system to accumulate resources, distribute patronage, mobilize political support, and exercise political control rather than produce skilled workers and critical and inquiring minds. Technocratic and progressive elements, who have supported a stronger focus on basic skills acquisition, have contested this orientation, with occasional success, but generally contestation has been settled in favour of predatory elites. The analysis accordingly suggests that efforts to improve learning outcomes in Indonesia are unlikely to produce significant results unless there is a fundamental reconfiguration of power relations between these elements. In the absence of such a shift, moves to increase funding levels, address human resource deficits, eliminate perverse incentive structures, and improve education management in accordance with technocratic templates of international best practice or progressive notions of equity and social justice—the sorts of measures that have been the focus of education reform efforts in Indonesia so far—are unlikely to produce the intended results.
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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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Davies, Will. Improving the engagement of UK armed forces overseas. Royal Institute of International Affairs, 2022. http://dx.doi.org/10.55317/9781784135010.
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The UK government’s Integrated Review of security, defence, development and foreign policy, published in March 2021 alongside a supporting defence command paper, set a new course for UK national security and highlighted opportunities for an innovative approach to international engagement activity. The Integrated Review focused principally on the state threats posed by China’s increasing power and by competitors – including Russia – armed with nuclear, conventional and hybrid capabilities. It also stressed the continuing risks to global security and resilience due to conflict and instability in weakened and failed states. These threats have the potential to increase poverty and inequality, violent extremism, climate degradation and the forced displacement of people, while presenting authoritarian competitors with opportunities to enhance their geopolitical influence. There are moral, security and economic motives to foster durable peace in conflict-prone and weakened regions through a peacebuilding approach that promotes good governance, addresses the root causes of conflict and prevents violence, while denying opportunities to state competitors. The recent withdrawal from Afghanistan serves to emphasize the complexities and potential pitfalls associated with intervention operations in complex, unstable regions. Success in the future will require the full, sustained and coordinated integration of national, allied and regional levers of power underpinned by a sophisticated understanding of the operating environment. The UK armed forces, with their considerable resources and global network, will contribute to this effort through ‘persistent engagement’. This is a new approach to overseas operations below the threshold of conflict, designed as a pre-emptive complement to warfighting. To achieve this, the UK Ministry of Defence (MOD) must develop a capability that can operate effectively in weak, unstable and complex regions prone to violent conflict and crises, not least in the regions on the eastern and southern flanks of the Euro-Atlantic area. The first step must be the development of a cohort of military personnel with enhanced, tailored levels of knowledge, skills and experience. Engagement roles must be filled by operators with specialist knowledge, skills and experience forged beyond the mainstream discipline of combat and warfighting. Only then will individuals develop a genuinely sophisticated understanding of complex, politically driven and sensitive operating environments and be able to infuse the design and delivery of international activities with practical wisdom and insight. Engagement personnel need to be equipped with: An inherent understanding of the human and political dimensions of conflict, the underlying drivers such as inequality and scarcity, and the exacerbating factors such as climate change and migration; - A grounding in social sciences and conflict modelling in order to understand complex human terrain; - Regional expertise enabled by language skills, cultural intelligence and human networks; - Familiarity with a diverse range of partners, allies and local actors and their approaches; - Expertise in building partner capacity and applying defence capabilities to deliver stability and peace; - A grasp of emerging artificial intelligence technology as a tool to understand human terrain; - Reach and insight developed through ‘knowledge networks’ of external experts in academia, think-tanks and NGOs. Successful change will be dependent on strong and overt advocacy by the MOD’s senior leadership and a revised set of personnel policies and procedures for this cohort’s selection, education, training, career management, incentivization, sustainability and support.
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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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Saxby, Peter. Non-financial incentives and their application to enhance motivation and productivity in mining industry employees. Edited by Ernesto Bonafé. University of Dundee, 2024. http://dx.doi.org/10.20933/100001307.
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The mining industry is experiencing challenges in attracting and retaining sufficient skilled employees to meet strategic aims and production objectives, despite offering relatively high financial incentives. Human resources management theory indicates that many factors contribute to employee motivation and job satisfaction, and that these in turn influence performance and employee turnover. Although financial rewards are recognised as major motivating factors in mining employee job satisfaction, non-financial motivators are also desired. This paper examines the use of non-financial incentives to improve performance and productivity in mine operational employees and identifies incentives that could achieve these goals. With few studies focusing on non-financial methods of improving personnel performance in mining, studies from other industries are considered and applied to the mining industry. The paper finds non-financial incentives are likely to increase the motivation of employees in the mining industry, and that incentives which improve the employee’s workplace experience are particularly desired.
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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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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.