Relevant bibliographies by topics / Human Resources Transformation (HRT)

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Human Resources Transformation (HRT)'

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Published: 4 June 2021
Last updated: 2 February 2022

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Journal articles on the topic "Human Resources Transformation (HRT)"

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Stackhouse, Fagan D. "Human resources initiatives support Virginia Beach's transformation to a quality service system." Human Resource Management 41, no. 3 (2002): 385–97. http://dx.doi.org/10.1002/hrm.10048.

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Liang, Jiahui, Fei Lei, and Yingtong Deng. "The Dilemma Faced by Dongguan Foreign Trade Companies in the Post-epidemic Era and Transformation Development Research." E3S Web of Conferences 292 (2021): 03016. http://dx.doi.org/10.1051/e3sconf/202129203016.

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The gradual increase in China’s economic strength has driven the economic development of the foreign trade industry. However, due to the impact of the new coronavirus in 2020, many countries and cities have suffered economic recession, companies have closed down, and flights have been suspended. Therefore, the development of Dongguan’s foreign trade enterprises has also been hit to a certain extent, and many problems have appeared. During the post-epidemic period, Dongguan foreign trade companies faced problems such as lack of human resources, difficulties in resuming work and production, obstacles in logistics and transportation, and substantial increase in costs. This article analyzes the difficulties faced by Dongguan’s foreign trade enterprises, and puts forward countermeasures to seek the transformation and development of foreign trade enterprises.
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Yang, GUO. "An Analysis and Study on the Adjustment of Indoor Micro-climatic Environment for Traditional Residential Houses in Jiangxi Province." MATEC Web of Conferences 175 (2018): 04024. http://dx.doi.org/10.1051/matecconf/201817504024.

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In recent years, with the accelerating pace of human transformation of nature, the depletion of natural resources, the deterioration of the climate and other issues are outstanding, so, green sustainable development has become a hot topic. At present, the domestic design of residential indoor microclimates relies on the adjustment of high energy consumption equipment to meet the needs of the environment, but ignores the appropriate design methods impacting on the living microenvironment, which may reduce energy consumption and achieving sustainable development and creating green buildings as well. This paper takes the Jiangxi area as the research scope, takes the microclimate of the indoor residential environment as the research object, and starts with presentation on the climate characteristics of the hot, rainy and humid Jiangnan climate in Jiangxi Province, combines the morphological characteristics of traditional residential houses and climate regulation behavior in local area for addressing the spatial microclimate, to study and summarize the residential interior design strategies suitable for the climate and environment in the same place, hopefully to provide the basis for improving the microclimate environment of indoor residences.
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E, Athithya, Kavitha AC, and Dr Muralidhar S. "Electronic Human Resource Development (e HRD) Software for Workforce Training Management." DESIDOC Journal of Library & Information Technology 40, no. 04 (2020): 197–203. http://dx.doi.org/10.14429/djlit.40.04.14648.

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Every organisation irrespective of its size primarily cares about its most valuable and indispensable asset the Human Resource (HR). At present, In many organisations the processes of Human Resource Development (HRD) have undergone a great transformation from a conventional mode (Human intensive manual system) to a computerised one. The objective of this paper is to discuss about design, implementation and analyzing about the impact of computerised HR process in Workforce Training Management using web based self service portal for the entire training process. Experimental analysis revealed that the automated system improves transparency, traceability, ease of access, flexibility and also enhances the overall system efficiency.
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Torraco, Richard J., and Henriette Lundgren. "What HRD Is Doing—What HRD Should be Doing: The Case for Transforming HRD." Human Resource Development Review 19, no. 1 (2019): 39–65. http://dx.doi.org/10.1177/1534484319877058.

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Human resource development (HRD) is no longer expected to be the primary agency for promoting learning and development among employees. Today, HRD is diffused and integrated into a broad range of leadership and supervisory roles. As more responsibility for learning and development is assumed by others, what is the role of HRD? Although HRD has largely adapted to sharing more of its traditional responsibility for learning and development, the field has also encountered challenges and criticisms. We juxtapose recent adaptations and advances in HRD with perspectives on the dilemmas, challenges, and criticisms of HRD as seen by those outside the field of HRD. Grounded in a comprehensive review of recent literature, the authors seek to provide a balanced perspective on HRD’s strengths and weaknesses and to conceptualize a new perspective on HRD and its transformation for the future.
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Syed, Jawad, Beverly Dawn Metcalfe, Faiza Ali, and Kelechi Ekuma. "Critical perspectives of HRD and social transformation in sub-Saharan Africa." Human Resource Development International 21, no. 5 (2018): 391–405. http://dx.doi.org/10.1080/13678868.2018.1522726.

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Zaharets, I. V., and U. S. Zaharets. "Transformation of marketing function in human resources management system." Management Issues 1, no. 4 (2019): 191–203. http://dx.doi.org/10.22394/2304-3369-2019-4-191-203.

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Ulrich, Dave, Justin Allen, Wayne Brockbank, Jon Younger, and Mark Nyman. "HR Transformation: Building Human Resources from the outside in." NHRD Network Journal 3, no. 4 (2010): 102. http://dx.doi.org/10.1177/0974173920100421.

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Ahmad, Shoeb. "Transformation of Human Resources in Building up Employment Competence." Management and Labour Studies 28, no. 4 (2003): 350–56. http://dx.doi.org/10.1177/0258042x0302800405.

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Bessonova, Tatyana Victorovna, and Olga Nikolaevna Goryacheva. "Human resources management in the conditions of digital transformation." Laplage em Revista 6, Extra-C (2020): 12–18. http://dx.doi.org/10.24115/s2446-622020206extra-c619p.12-18.

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This paper analyses the starting conditions and significant factors for this transition. The state of the technical equipment of enterprises and the conditions of readiness for digital modernization deserve special attention. The relevance of the work is associated with an understanding of the importance of technical mobility demonstrated by workers, awareness of a change in their attitude to the digital paradigm, which paved the way for digital transformation from new worldview positions. The paper examines the readiness of the transition from digital literacy of workers to digital transformation in enterprise personnel management. The purpose of the work is to identify the attitude towards the digital transition in personnel management of the enterprise, changes in working conditions, considering the new challenges of our time. The practical significance of the research is related to the study of the relationship between the phases of industrialization and the development of digitalization. The role of the inevitable digital transformation as a new development paradigm in enterprise personnel management has been substantiated.
 
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Dissertations / Theses on the topic "Human Resources Transformation (HRT)"

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Möllerström, Jill. "Human Resources Business Partner : Diskrepansen mellan rollens krav och den organisatoriska verkligheten." Thesis, Stockholms universitet, Sociologiska institutionen, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-49983.

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Ziebell, Robert-Christian. "Digital transformation of HR - History, implementation approach and success factors - Cumulative PhD Thesis." Doctoral thesis, Universitat Politècnica de València, 2019. http://hdl.handle.net/10251/117608.

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[ES] La digitalización de los procesos de RRHH en soluciones basadas en la nube progresa continuamente. Esta tesis examina tales transformaciones, deriva un modelo de proceso concreto e identifica los factores críticos de éxito. La metodología utilizada para la investigación es de carácter cualitativo. Como base y medida preparatoria para abordar las cuestiones de investigación, se llevó a cabo un amplio estudio bibliográfico en el ámbito de los recursos humanos, con especial atención a las publicaciones sobre la gestión electrónica de los recursos humanos (en adelante, "e-HRM"). Basándose en este conocimiento y en la combinación de una amplia experiencia práctica con proyectos de transformación de RRHH, se publicó un estudio que presenta el desarrollo histórico de e-HRM y que ha derivado en un modelo de procesos optimizado que tiene en cuenta los requisitos técnicos de RRHH así como las limitaciones de la nueva tecnología de la nube. Posteriormente, se entrevistó a varios expertos en RRHH que ya habían adquirido experiencia de primera mano con los procesos de RRHH en un entorno de nube para averiguar qué factores de éxito eran relevantes para dicha transformación de RRHH. Las principales conclusiones de esta tesis son la derivación de un modelo de procedimiento de proyecto de mejores prácticas para la transformación de los procesos de RRHH en una solución basada en la nube y la identificación de obstáculos potenciales en la implementación de dichos proyectos. Además, se elaboran los motivos de dicha transformación, los factores que impulsan el proceso dentro de una organización, el grado actual de digitalización de los recursos humanos, los parámetros operativos y estratégicos necesarios y, en última instancia, el impacto en los métodos de trabajo. Como resultado, se realiza una evaluación del uso de las métricas de HR y se derivan nuevas ratios potenciales.<br>[CAT] La digitalització dels processos de RRHH en solucions basades en el núvol progressa contínuament. Aquesta tesi examina tals transformacions, deriva un model de procés concret i identifica els factors crítics d'èxit. La metodologia utilitzada per a la investigació és de caràcter qualitatiu. Com a base i mesura preparatòria per a abordar les qüestions d'investigació, es va dur a terme un ampli estudi bibliogràfic en l'àmbit dels recursos humans, amb especial atenció a les publicacions sobre la gestió electrònica dels recursos humans (en endavant, "e-HRM "). Basant-se en aquest coneixement i en la combinació d'una àmplia experiència pràctica amb projectes de transformació de RRHH, es va publicar un estudi que presenta el desenvolupament històric d'e-HRM i que ha derivat en un model de processos optimitzat que té en compte els requisits tècnics de RRHH així com les limitacions de la nova tecnologia del núvol. Posteriorment, es va entrevistar a diversos experts en RRHH que ja havien adquirit experiència de primera mà amb els processos de RRHH en un entorn de núvol per esbrinar quins factors d'èxit eren rellevants per a aquesta transformació de RRHH. Les principals conclusions d'aquesta tesi són la derivació d'un model de procediment de projecte de millors pràctiques per a la transformació dels processos de RRHH en una solució basada en el núvol i la identificació d'obstacles potencials en la implementació d'aquests projectes. A més, s'elaboren els motius de la transformació, els factors que impulsen el procés dins d'una organització, el grau actual de digitalització dels recursos humans, els paràmetres operatius i estratègics necessaris i, en última instància, l'impacte en els mètodes de treball . Com a resultat, es realitza una avaluació de l'ús de les mètriques de HR i es deriven nous ràtios potencials.<br>[EN] The digitisation of HR processes into cloud-based solutions is progressing continuously. This thesis examines such transformations, derives a concrete process model and identifies the critical success factors. The methodology used for the investigation is of a qualitative nature. As a basis and preparatory measure to address the research questions, an extensive literature study in the HR field was carried out, with a special focus on publications on electronic human resources management (hereinafter e-HRM). Based on this knowledge and the combination of extensive practical experience with HR transformation projects, a study was published which presents the historical development of e-HRM and derived an optimised process model taking into account the technical HR requirements as well as the limitations of the new cloud technology. Subsequently, several HR experts who had already gained first-hand experience with HR processes in a cloud environment were interviewed to find out which success factors were relevant for such an HR transformation. Main findings of this thesis are the derivation of a best-practice project procedure model for the transformation of HR processes into a cloud-based solution and the identification of potential obstacles in the implementation of such projects. In addition, the motives for such a transformation, the drivers within an organisation, the current degree of HR digitisation, the necessary operational and strategic parameters and ultimately the impact on working methods are worked out. As a further result, an assessment of the use of HR metrics is given and potential new key figures are derived.<br>Ziebell, R. (2019). Digital transformation of HR - History, implementation approach and success factors - Cumulative PhD Thesis [Tesis doctoral no publicada]. Universitat Politècnica de València. https://doi.org/10.4995/Thesis/10251/117608<br>TESIS
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Strachan, B. H. "Black advancement, human resources and socio-economic transformation in Zimbabwe after 1980." Thesis, Open University, 1988. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.382912.

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Yuan, Li. "Heritage and transformation : the effect of traditional Chinese thinking on human resource practice in mainland China." Thesis, University of Aberdeen, 2011. http://digitool.abdn.ac.uk:80/webclient/DeliveryManager?pid=166235.

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This thesis seeks to address not only <i>what </i>and <i>how </i>but also the <i>why</i> issues that accounts for the HR practices with Chinese characteristics through both inside-out and outside-in approaches.  This thesis also aim to find out whether there are any lessons western firms can learn from the Chinese approach to people management which is deeply embedded in Chinese traditional thinking and its core values. Semi-structured personal interviews were conducted with 21 senior and middle/top-level Chinese male and female managers.  Findings are presented in narrative form through in-depth direct statements of interviewees to provide authentic examples of how Chinese managers conceptualize and practice Chinese traditional thinking and core values in HR management.  Results demonstrate that Chinese traditional thinking comprise unique features that might be described as <i>holistic </i>and <i>naïve, fuzzy </i>and <i>processual, indirect </i>and <i>long-term, </i>and that this approach translates into an adherence to five core values, which are <i>He </i>(harmony «!»), <i>Zhong Yong </i>(the Doctrine of Mean «!»), Hierarchy, Superiority and Loyalty («!»), <i>Guanxi </i>and <i>Renqing </i>(personal connections, relationship and human sympathy/favour «!») and <i>Face </i>(<i>Mianzi </i>and <i>Lian </i>«!») which have significantly affected contemporary Chinese HR practices. The research shows that the penchant for harmony is responsible for the steady and smooth development strategies of Chinese organisations; a relatively mild approach to personnel reforms; harmonious interpersonal relationships; nominal performance appraisal systems; and the importance of leaders as the role model.  The principle of <i>Zhongyong </i>accounts for the preference for modest and reserved people in recruitment and selection; the harmonious and balanced relationships between superiors and subordinates; a relatively mild, lenient and gentle leadership style; and the soft, flexible and conflict-free way of communication and negotiation in Chinese HRM practices.
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Thörner, Linda, and Elisabet Birgersson. "HR-medarbetares upplevelse av HR-transformation- ideal eller verklighet?" Thesis, Högskolan i Halmstad, Akademin för hälsa och välfärd, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-42547.

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Syftet med studien är att ur ett individperspektiv undersöka HR-medarbetares upplevelser av HR-transformation. Studien besvarar följande frågeställningar: Hur påverkar den pågående HR-transformationen HR-medarbetarnas nuvarande arbetsuppgifter och funktion? Vilka förändringar anser HR-medarbetarna har påverkat deras upplevelser av HR-yrket? Hur ser HR-medarbetarna på HR-transformation i framtiden? Studiens syfte besvaras med kvalitativ metod genom sex semistrukturerade intervjuer med HR-medarbetare. Studiens teoretiska utgångspunkter som används för att analysera det empiriska materialet är konceptet HR-transformation, shared service, HR-medarbetarens olika roller samt resiliens. Resultatet visar att HR-medarbetarna upplever olika grad av HR-transformation, där den största förändringen är att administrativa arbetsuppgifter minskar tack vare digitaliseringen, men att det operativa arbetet fortfarande är väldigt viktigt. Strategiska arbetsuppgifter och HR-perspektivet har fått utökat utrymme och ökad betydelse i organisationer. Intervjupersonerna kan ses ha en resilient förmåga, de påvisar en anpassningsförmåga till de förändringar som sker och har en positiv inställning till dessa. HR-medarbetarna ser flera möjligheter i framtiden med en fortsatt HR-transformationsresa, där allt fler arbetsuppgifter förändras för att ge värde till organisationer, vilket tyder på att HR:s betydelse därmed fortsätter att öka.<br>The aim of this study is to investigate HR professionals’ experiences in an individual perspective of HR transformation. The study answers the following questions: How does the ongoing HR transformation affect the current HR task and function of HR professionals? What changes does HR professionals believe have affected their perception of the HR profession? What does HR professionals think about HR transformation in the future? The purpose is answered with a qualitative method through six semi structured interviews with HR professionals. The theoretical frameworks that is used to analyze the empirical material is the concept of HR transformation, shared service, HR professionals different roles and resilience. The result shows that HR professionals experiences varying degrees of HR transformation, the biggest change being that administrative tasks decreases, thanks to digitalization, but operational work is still very important. Strategic tasks and the HR perspective have an increased position and a greater importance. The respondents have a resilience capacity, they are showing an adaptability to unforeseen changes and have a positive attitude. The HR professionals are positive to the future with many possibilities, in a continued HR transformation journey, where more tasks are being changed to add value to the organizations, which indicates that HR’s importance therefor will continue to increase.
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Marshall, David A. "LEAN TRANSFORMATION: OVERCOMING THE CHALLENGES, MANAGING PERFORMANCE, AND SUSTAINING SUCCESS." UKnowledge, 2014. http://uknowledge.uky.edu/marketing_etds/4.

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To remain competitive in a global market, many organizations are transforming their operations from traditional management approaches to the lean philosophy. The success of the Toyota Production System in the automotive industry serves as a benchmark that organizations continually seek to emulate in search of similar results. Despite the abundance of lean resources, many organizations struggle to attain successful lean transformation. To facilitate investigation of the failure mechanisms and critical success factors of lean transformation, this dissertation addresses the following research questions: (1) Why do transformations from traditional organizational philosophies to lean fail? (2) What are the critical factors for lean transformation success? (3) What is the role of an organization’s human resource performance management system during the lean transformation journey? This dissertation utilizes a multi-method, multi-essay format to examine the research questions. First, managers from organizations in various stages of lean transformation are interviewed to establish a foundational research framework. Subsequently, a theoretical model is empirically tested based on data gathered from a survey of industry professionals with expertise in lean transformation. Data analysis techniques employed for this dissertation include: Partial Least Squares (PLS) regression, case descriptions, and case comparisons. Very few studies of lean transformation investigate behavioral influences and antecedents. This dissertation contributes to practitioners and researchers by offering a refined understanding of the role that human resource performance management can play in the overall lean transformation process. In an effort to characterize organizational outcomes resulting from lean transformation, this research introduces a new construct, Lean Transformation Success, to the literature.
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Singh, Viloshnee. "The structuring of diversity programmes at science councils in South Africa-Case Studies-Mintek." Thesis, University of South Africa, 2007. http://hdl.handle.net/10500/53.

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The peaceful transition from apartheid to a democratised society is one of South Africa’s most impressive achievements. The attainment of these achievements has placed enormous pressure on the country to “shift to a higher gear”, i.e. increasing the number of players who contribute to the economic development of the country, thus building on its’ political success (Thomas, 1996). The ability to become competitive in the global economy will be determined by the capacity to increase the pool of suitably qualified people and the willingness to accept, value and empower the human talent of all South Africans.
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Ekman, Felicia, and Sofia Blonde. "Evaluating the agile transformation process from an HR’s perspective : A study to investigate challenges arising for HR and their role in an agile transformation." Thesis, Linköpings universitet, Institutionen för ekonomisk och industriell utveckling, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-167351.

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Today many organisations are transforming from a traditional structure to an agile structure to be able to work more efficiently, meet the fast changes that are continuously happening and make sure not be outperformed by competitors. Agile was from the beginning a set of values and principles designed for software development but it has scaled and today it includes the whole organisation. To avoid imbalance within the organization ,it is crucial that the whole organisation applies an agile mindset. However, the transformation may imply a lot of obstacles and challenges on the way. For some departments within an organisation, it is a lot easier to keep up with the changes and be a part of the transformation process while other departments lag behind or are forgotten, which is common for the HR department. HR ́s traditional responsibilities are performance appraisal, learning and development, compensation and recruiting and they are commonly viewed as an administrative function rather than a strategic function. However, it is important for HR to be a part of the agile transformation to be able to support the business. Applying agile can be a challenging task for HR since the requirements are many and the goal is clear which makes it hard to have an agile approach. On the other hand, HR can apply “agile lite” to their responsibilities and in that way fit the new organisation structure. In an agile transformation process it is highlighted that HR could function as a change agent, since they have a direct impact on the effectiveness of an organisation’s change and development. However, HR usually takes on a reactive role and are not the ones leading the transformation. This thesis examines two aspects for HR in an agile transformation process. First of all, the roles of HR in an agile transformation is investigated followed by identification of the challenges arising for HR during a transformation. How these challenges impact each other and the role of HR is also covered in the thesis. The study is based on qualitative research methods combined with a literature review. For the data collection, a total of seven semi-structured interviews with people from selected organisations were made. Further, a focus group session was conducted to discuss the findings and get a deeper understanding of the topic. To be able to analyze the aspects, theories concerning traditional HR, agile, agile applied to HR and the change process are covered in the thesis. Further, the chapter Cases of HR in agile transformations is categorized under HR’s role in an agile transformation and challenges with HR in an agile transformation. Regarding HR ́s role in an agile transformation there are different opinions. Concluded from this research, HR could act as a change agent. Further, what affects what role HR ends up with is mainly based on their reputation and if they understand and work close to the organisation, which is two identified challenges. Other main challenges identified for HR in an agile transformation are: Understand and work agile, HR’s traditional responsibilities, Experiment, Competence, Attitude and awareness of change, Understand the “why” and communicate continuously, Time and capacity, Behavioral knowledge and External factors.
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Mfuko, Ncedo. "An assessment of primary health care services from the : perspective of the recipients in the Khayelitsha community health centre." Thesis, University of the Western Cape, 2010. http://etd.uwc.ac.za/index.php?module=etd&action=viewtitle&id=gen8Srv25Nme4_3124_1305890834.

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<p>The general aim of this study is to undertake an assessment of the health care service provision in the Khayelitsha Community Health Centre taking into consideration the underlying principles of the Primary Health Care. More specific objectives include: an overview and discussion of the framework approach to primary health care and its use<br>the documentation of the practice of primary health care in the Khayelitsha Community Health Centre<br>an analysis of the results and findings which will highlight the obstacles in the pursuit of a better primary health care service. The perspective of the patients and nurses will be solicited and examined with a view to highlighting factors that facilitate and constrain the delivery of service<br>and finally to draw conclusions and make recommendations.</p>
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Erkers, Elin, and Jenny Lundén. "Human Recources Shared Service Center ur ett användarperspektiv : En kvalitativ studie avseende första linjens chefers erfarenheter av HR-Direkt." Thesis, Högskolan Dalarna, Institutionen för kultur och samhälle, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:du-37507.

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Syftet med denna kandidatuppsats är att undersöka hur ett HR-Shared Service Center fungerar ur ett användarperspektiv inom offentlig sektor. Fokus ligger på att undersöka första linjens chefers erfarenheter av Region Dalarnas motsvarighet till ett Shared Service Center (SSC), benämnt HR-Direkt. Utifrån studiens teoretiska referensram är SSC en av tre funktioner i vad Ulrich (1995) kallar HR-transformation vilket ska bidra till att effektivisera HR-arbete. Övriga delar i HR-transformationen är expertenheter och Human Resources Business Partners (HRBP). HR-transformation är kärnan i ett centraliserat HR-arbete där fokus ligger på kostnadsreducering och därmed förenlig med offentlig sektors skattefinansierade verksamhet. Vi argumenterar för att HR-transformationen direkt och indirekt får en betydande roll för både personalarbetets och organisationens effektivitet. Resultatet visar att första linjens chefers erfarenheter och åsikter om Regionens SSC; HR-Direkt står i direkt korrelation med första linjens chefers relation med sin HRBP, de första linjens chefer vilka har en god relation till sin HRBP har även en bra upplevelse av funktionen HR-Direkt medan de första linjens chefer vilka har en sämre relation till sin HRBP är missnöjda med HR-Direkt. Vidare visar resultatet att en otydlig ansvarsfördelning mellan HRBP och HR-Direkt bidrar till ett missnöje av HR-funktionen som helhet bland första linjens chefer. Studien har genomförts utifrån en kvalitativ ansats där nio semistrukturerade intervjuer med första linjens chefer, HRBP samt HR-Chef från Region Dalarna har genomförts. Resultatet från intervjuerna jämförs sedan med tidigare forskning i flera analysdelar och därefter presenteras en avslutande diskussion och slutsats. Vi anser att den befintliga forskningen tenderar att fokusera på organisatoriska aspekter av nyttan med ett SSC, till exempel ekonomisk vinning genom ett effektiviserat arbete. Vår förhoppning är att kunna påvisa att mer forskning bör riktas mot användare av SSC inom HR-fältet samt att vår studie kan fylla en del av kunskapsgapet avseende användares erfarenheter av ett SSC.<br>The purpose of the study was to explore how a HR Shared Service Center operates from a user perspective within the public sector. The focus is to explore the experience of Line Managers using Region Dalarna´s equivalent to a HR Shared Service Center, called HR-Direkt. Based on the study´s theoretical frame of reference, SSC is one of three functions that will contribute to the streamlining HR activites as part of a HR transformation programme as outlined by Ulrich. Other parts of the HR transformation are units of expertise and Human Resources Business Partner. HR transformation is the core of centralized HR work where the focus is cost reduction and thus compatible with public sector tax-financed function. It can be argued that the HR transformation has a great significance for the efficiency of both personnel work and the organization both directly and indirectly. The results have shown that line managers experiences concerning the Regions HR-SSC are in direct correlation with the line managers relationship with Human Resources Business Partner. The respondents who have a good relationship with their HRBP also have a good experience of HR-Direkt while respondents who have less favourable relationship with their HRBP are dissatisfied with HR-Direkt. Furthermore, the results show that an unclear distribution of responsibilities between HRBP and HR-Direkt causes dissatisfaction with the whole HR function among Line Managers. The study was based on a qualitative approach where nine semi-structured interviews with line managers, HRBP and the HR manager from Region Dalarna were conducted. The results from the interviews were then compared with the previous research using several forms of analysis before a discussion and conclusion are presented. The believe is that existing research tends to focus on organizational aspects of the benefits of an SSC, such as financial gain through streamlined work. The aim of this paper is to be able to demonstrate that more research should be directed at users of SSC in the HR field and that this study can fill part of the knowledge gap regarding users’ experiences of an SSC.
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Books on the topic "Human Resources Transformation (HRT)"

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Gilley, Jerry W. Strategically integrated HRD: Six transformational roles in creating results-driven programs. 2nd ed. Perseus Pub., 2003.

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HR from the outside in: The next era of human resources transformation. McGraw-Hill, 2012.

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Heuer, Beth. Human resources at the cabinet's table: A guidebook for HR transformation in higher education. Strategic HR Partners, 2011.

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L, Phillips Steven, ed. Teaming up: Achieving organizational transformation. Pfeiffer, 1994.

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Rōshi kankei no henʼyō to jinzai ikusei: Transformation of Japanese industrial relations and human resources development. Keiō Gijuku Daigaku Shuppankai, 2006.

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Evolution's edge: The coming collapse and transformation of our world. New Society Publishers, 2008.

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Immigration, Canada Dept of Employment and. Human resources in the British Columbia wood products industry : summary and blueprint for action =: Les ressources humaines dans l'industrie de la transformation du bois en Colombie-Britannique : sommaire et plan directeur. Employment and Immigration Canada = Emploi et immigration Canada, 1992.

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Kegan, Robert. How the way we talk can change the way we work: Seven languages for transformation. Jossey-Bass, 2001.

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1955-, Lahey Lisa Laskow, ed. How the way we talk can change the way we work: Seven languages for transformation. Jossey-Bass, 2001.

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Zabelina, Ol'ga, Irina Omel'chenko, Anna Mayorova, and Ekaterina Safonova. Human resource Development in the Digital Age: Strategic Challenges, Challenges, and Opportunities. INFRA-M Academic Publishing LLC., 2021. http://dx.doi.org/10.12737/1243772.

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The monograph, based on the identification of trends and problems of changes in the demand and supply of skills, as well as the study of modern mechanisms of their formation and actualization, substantiates the priority areas of human resources development in the Russian Federation that meet the strategic challenges of the period of digital transformation of the labor sphere.&#x0D; The authors identify and systematize current and future trends related to changes in the demand for professions and skills in the Russian and global labor markets. The directions of transformation of the demand for skills and professions in the conditions of digitalization of the economy, skills and professions of the future are determined. Quantitative and qualitative imbalances and trends in labor supply and demand in the Russian labor market are identified (based on statistical analysis of data from 2009-2019). The features and problems of supply and demand of professions/skills in the segments of the Russian labor market covered by Internet recruitment are identified (based on data from resume parsing and vacancies of Internet recruitment portals in 2018 and 2020). Methodological approaches to identifying widely-and poorly-demanded skills are proposed and tested during the competence analysis of labor supply and demand using Big Data technologies.the competence profile of the vacancies of the professional core and extra - skills. An innovative author's approach to assessing the potential of skills capitalization — a possible increase in the salary of an applicant due to the expansion of the set of skills that he has-is proposed and tested. The current policy directions of formation and improvement of skills of the population in the Russian Federation are identified and systematized. The strategic challenges of the period of digital transformation of the labor sphere facing the Russian Federation and the priority areas of human resources development that meet these challenges are identified.&#x0D; The conclusions and recommendations can be used in the work of the Ministry of Labor of Russia, Rostrud, the Ministry of Education and Science of Russia, the Ministry of Education of Russia, government authorities, employment services of the Russian regions, as well as organizations of the professional education system.
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Book chapters on the topic "Human Resources Transformation (HRT)"

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Gurtner, Andrea, Isabelle Clerc, and Lena Scheidegger. "Digital Human Resource Management." In Digital Business. Springer Fachmedien Wiesbaden, 2021. http://dx.doi.org/10.1007/978-3-658-32323-3_8.

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ZusammenfassungDigitale Transformation im Human Resource Management (HRM) bedeutet zunehmende Virtualisierung der Arbeit und Zusammenarbeit mit künstlicher Intelligenz, neuen personalen Anforderungen sowie erhöhter Mitarbeitendenmobilität. Resultate einer Mixed-Methods-Studie in einer von klein- und mittelständischen Unternehmen (KMU)s und öffentlichen Verwaltungen geprägten Region der Schweiz zeigen, dass trotz hoher Relevanz der digitalen Transformation in den befragten Betrieben die Qualifikation der Mitarbeitenden als noch nicht ausreichend betrachtet wird. Neben fachlichen Schulungen ausgewählter Skills werden persönlichkeitsbezogene Fähigkeiten (beispielsweise Offenheit und Flexibilität) und ein damit verbundenes Mindset bzw. eine entsprechende Organisationskultur als zentral erkannt. HRM ist allerdings noch stark mit der Digitalisierung der eigenen Prozesse beschäftigt und läuft damit Gefahr, die Chance zu verpassen, als strategischer Partner die Entwicklungen im Unternehmen hin zu neuen digitalen und flexiblen Organisationskulturen mitzugestalten.
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Zurbriggen, Immanuel, and Jochen Schellinger. "Human Resource Management im Wandel der Digitalisierung." In Digital Business. Springer Fachmedien Wiesbaden, 2021. http://dx.doi.org/10.1007/978-3-658-32323-3_10.

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ZusammenfassungIn Zeiten der Digitalisierung sind die Unternehmen gezwungen, sich mit der Thematik übergreifend und funktionsbezogen auseinanderzusetzen. Große Unternehmen gelten durch ihre starke Ressourcenbasis als Vorreiter der Digitalisierung, während KMU hier tendenziell einen weniger weiten Entwicklungsstand haben. Auch das Human Resource Management (HRM) wird stark durch die Digitalisierung und die mit ihr verbundenen digitalen Transformation geprägt und muss seine Rolle im Unternehmen neu definieren. Die administrativen HR-Prozesse, die heute häufig noch von HR-Mitarbeitenden durchgeführt werden, werden zukünftig voraussichtlich durch die Mitarbeitenden selber oder durch voll automatisierte intelligenzbasierte und vernetzte HR-Systeme und Roboter abgewickelt. Auf Grundlage einer theoretischen Analyse wird ein für kleine und mittlere Unternehmen (KMU) einsetzbares mehrwertgenerierendes Modell für cloudbasierte HR Shared Services entwickelt, das im Rahmen einer qualitativen empirischen Untersuchung bei 13 Schweizer KMU und Großunternehmen gestaltungsbezogen validiert und optimiert wird.
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Trost, Armin. "Managing Change and Transformation." In Human Resources Strategies. Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-30592-5_12.

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Fenton, Alex, and Jonathan Lord. "Managing your human resources." In Strategic Digital Transformation. Routledge, 2019. http://dx.doi.org/10.4324/9780429020469-18.

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Trost, Armin. "Transformation into an Agile Future." In Human Resources Strategies. Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-30592-5_13.

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Siegel, John, and Isabella Proeller. "Human Resource Management in German Public Administration." In Public Administration in Germany. Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-53697-8_21.

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AbstractHuman resource management (HRM) reform has not been the focus of attention in Germany despite its obvious relevance for effective policy implementation. Although there is a general trend worldwide towards convergence between public and private HRM strategies and practices, management of the workforce in German public administration still remains largely traditional and bureaucratic. This chapter describes and analyses German practices regarding the central functions and elements of HRM such as planning, recruitment, training and leadership. Furthermore, it explores the importance and contribution of public service motivation, performance-related pay and diversity management in the context of German practices. The chapter concludes by highlighting some of the major paradoxes of German public HRM in light of current challenges, such as demographic change, digital transformation and organisational development capabilities.
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Peneder, Michael. "Intangible investment and human resources." In Change, Transformation and Development. Physica-Verlag HD, 2003. http://dx.doi.org/10.1007/978-3-7908-2720-0_13.

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Weiss, Christian. "HR Transformation." In Dos and Don’ts in Human Resources Management. Springer Berlin Heidelberg, 2014. http://dx.doi.org/10.1007/978-3-662-43553-3_58.

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Weiss, Christian. "Human Resources Strategy and Change: Essentials of Human Resources Transformation." In Handbook of Human Resources Management. Springer Berlin Heidelberg, 2015. http://dx.doi.org/10.1007/978-3-642-40933-2_109-1.

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Weiss, Christian. "Human Resources Strategy and Change: Essentials of Human Resources Transformation." In Handbook of Human Resources Management. Springer Berlin Heidelberg, 2016. http://dx.doi.org/10.1007/978-3-662-44152-7_109.

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Conference papers on the topic "Human Resources Transformation (HRT)"

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Fedchenko, Аnna А., Ekaterina S. Dashkova, Galina A. Shkirenko, and Lidia P. Arzamastseva. "Human Resources Transformation: Research Approaches." In Proceedings of the 2nd International Conference on Economy, Management and Entrepreneurship (ICOEME 2019). Atlantis Press, 2019. http://dx.doi.org/10.2991/icoeme-19.2019.2.

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Jovanović, Tatjana. "Driving Innovation Through Transformative HRM." In Organizations at Innovation and Digital Transformation Roundabout: Conference Proceedings. University of Maribor Press, 2020. http://dx.doi.org/10.18690/978-961-286-388-3.23.

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In a World that is constantly and rapidly changing, innovation is found to be one of the very few sources of competitive advantage. Under such circumstances, it is of utmost importance to create foundation, a competitive base, which will enable innovation from within. This paper provides a portfolio of practical initiatives and discusses how they can drive and move forward company's transformation through the creation of a corporate culture that backs up innovation - all based on a combination of practical and academic experience obtained through the author’s broad professional engagement in multinational companies over many years. Particular emphasize is placed on a number of showcases in transformative human resource management that illustrate how, in practical terms, architecture of employees’ engagement and talent management could be established within an organization to drive a critical impact on the organization’s ability to create a sustainable company-wide culture of innovation.
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Nachit, Mustapha, and Chafik Okar. "Digital transformation of Human Resources Management: A Roadmap." In 2020 IEEE International Conference on Technology Management, Operations and Decisions (ICTMOD). IEEE, 2020. http://dx.doi.org/10.1109/ictmod49425.2020.9380608.

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Wattie, J. "Reducing Latent Failure and Securing Productivity in High Risk Systems Using High Reliability Theory." In SPE Energy Resources Conference. SPE, 2014. http://dx.doi.org/10.2118/spe-169932-ms.

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Abstract This is a study that represents ongoing academic research into the folds of perception, organizational culture and high reliability. In the shadow of persistent industrial failures it is probable that problems with operational safety reside in abnormalities of culture. Such cultural apparitions regularly fuel failure in high risk technologies making innovation rather unreliable. As innovation grows it is worth the effort to investigate further how resilience in the face of eternal socio-technical biases can be improved. Problem solving approaches offer regressive ideas that increase the chances of deviation and the appearace of disasters. The assumption is that resilience can be improved in critical operations using High Reliability Theory (HRT). Moreover HRT is more robust when the new constructive method of Appreciative Inquiry (AI) is applied. This early study shows that existing safety culture in a highly reliable group is positively transformed by AI and makes a more productive organization feasible. Research was conducted from the characteristic insider perspective. A small section of a highly reliable organization was sampled. Using ethnographic methodology feedback from electronic surveying collected personal responses for discussion. While individual interviews proved difficult and the sample group was small there was enough evidence to acknowledge the influence of positive revolution. This study had two major findings a) Using AI methodology stimulates positive, resilient feelings in members and b) members readily used these positive experience to envision a more productive organization. This study can potentially reduce over emphasis on problem solving methods to explain and change the human factors associated with failure. Cultural factors are better studied and modified by positive influence. The study here makes way for more persuasive academic discussion on resilience by constructivist perspectives. High reliability organizations are more sustainably designed on positive principles.
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Byankin, Anton Sergeevich. "HUMAN RESOURCES SUPPORT FOR THE DIGITAL TRANSFORMATION OF ECONOMIC SYSTEMS." In Производственные технологии будущего: от создания к внедрению. Комсомольский-на-Амуре государственный университет, 2021. http://dx.doi.org/10.17084/978-5-7765-1468-5_2021_407.

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Babynina, L. S. "Transformation Of Approaches To Human Resources Management In The New Reality." In Global Challenges and Prospects of The Modern Economic Development. European Publisher, 2021. http://dx.doi.org/10.15405/epsbs.2021.04.02.89.

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Kharin, A. "Condition Of Human Resources Of Health Care System In Karaganda Region." In RPTSS 2018 - International Conference on Research Paradigms Transformation in Social Sciences. Cognitive-Crcs, 2018. http://dx.doi.org/10.15405/epsbs.2018.12.65.

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Ma, Jiang. "Transformation to human resources management in Daqing oilfield institutes of scientific research." In International Conference of Information Science and Management Engineering. WIT Press, 2014. http://dx.doi.org/10.2495/isme20141892.

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Bulavko, O. A. "Transformation Of Socio-Economic Relations And Human Resources In The Digital Space." In Global Challenges and Prospects of The Modern Economic Development. European Publisher, 2021. http://dx.doi.org/10.15405/epsbs.2021.04.02.59.

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Fedorova, Alena, Olga Koropets, and Mauro Gatti. "Digitalization of human resource management practices and its impact on employees’ well-being." In Contemporary Issues in Business, Management and Economics Engineering. Vilnius Gediminas Technical University, 2019. http://dx.doi.org/10.3846/cibmee.2019.075.

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Purpose – the purpose of the article is assessing the impact of the processes of the labor activity digitalization on employees’ well-being that have not yet received sufficient attention in HRM research and practice. The causal relationship between the digital transformation of the HRM practices and employees’ well-being is examined in the paper. Research methodology – the research methodology involves the analysis of data obtained by means of sociological surveys, narrative and content analysis. Additionally, the case study method allows us to explore the problem in detail using the example of the largest Russian university. Findings – the results of our study identify the problematic issues resulting from expanding the practice of applying digital technologies in HRM system, proving the negative impact of digitalization processes on employee well-being (along with positive effects), and, therefore, the need to develop management solutions aimed at preserving well-being in the workplace. Research limitations – the limitations of this pilot research are primarily due to the insufficient sample size that will be overcome in the future annual monitoring study. Practical implications – searching for new management decisions and models aimed at prevention of worsening wellbeing at work in organizations that introduce digital technology. Originality/Value – the novelty of this study consists in examining the HRM digitalization process in the context of social pollution of the labor sphere
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