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

Author: Grafiati

Published: 4 June 2021

Last updated: 2 February 2022

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1

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 (July 28, 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 (September 24, 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 (October 10, 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 (October 2010): 102. http://dx.doi.org/10.1177/0974173920100421.

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9

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

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10

Bessonova, Tatyana Victorovna, and Olga Nikolaevna Goryacheva. "Human resources management in the conditions of digital transformation." Laplage em Revista 6, Extra-C (December 30, 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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11

Kwon, Chang-kyu, and Aliki Nicolaides. "Reconceptualizing Social Movement Learning in HRD: An Evolutionary Perspective." Advances in Developing Human Resources 21, no. 2 (February 9, 2019): 267–79. http://dx.doi.org/10.1177/1523422319827948.

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The Problem We are living in a socially polarized landscape where dualistic mind-sets govern the way we engage with social justice issues and thus failing to adequately serve all human beings. The Solution By bringing in Frederic Laloux’s conception of evolutionary organization, we propose that organizations can serve as catalysts for co-creative social transformation, closing the distance between organizations and society and ultimately enhancing the well-being of the whole. The Stakeholders This article will provide organizational leaders and human resource development (HRD) professionals with a conceptual understanding of what a new paradigm of social movement learning would look like in an emerging society where polarities are not fought against but engaged as a whole.

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12

Mihova, Toni, and Ivelina Ivanova. "INDUSTRY 4.0 – CHALLENGE TO HUMAN RESOURCES." ENVIRONMENT. TECHNOLOGIES. RESOURCES. Proceedings of the International Scientific and Practical Conference 2 (June 17, 2021): 112–15. http://dx.doi.org/10.17770/etr2021vol2.6561.

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The report examines the key role of human resources in implementing the digital transformation of business processes in Bulgarian industrial enterprises. The survey was conducted in fifty-eight industrial enterprises in Bulgaria; the participants in the study were 232 HR managers and specialists. The main method of research is the questionnaire and the paper contains the results of the analysis of this questionnaire

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Bruch, Heike, and Thomas Sattelberger. "Lufthansa's Transformation Marathon: Process of Liberating and Focusing Change Energy." Human Resource Management 40, no. 3 (2001): 249–59. http://dx.doi.org/10.1002/hrm.1015.

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14

Gilley, Jerry W., Ann Maycunich, and Scott A. Quatro. "Comparing the Roles, Responsibilities, and Activities of Transactional and Transformational HRD Professionals." Performance Improvement Quarterly 15, no. 4 (October 22, 2008): 23–44. http://dx.doi.org/10.1111/j.1937-8327.2002.tb00263.x.

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15

Khandelwal, Anil K. "Moving HRD from the periphery to the centre for transformation of an Indian public sector bank: Keynote address, 4thAsian conference of the academy of HRD." Human Resource Development International 10, no. 2 (June 2007): 203–13. http://dx.doi.org/10.1080/13678860701347172.

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16

Spector, Bert. "Transformational Leadership: The New Challenge for U.S. Unions." Human Resource Management 26, no. 1 (1987): 3–16. http://dx.doi.org/10.1002/hrm.3930260102.

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17

MacMillan, Ian C. "New Business Development: A Challenge for Transformational Leadership." Human Resource Management 26, no. 4 (1987): 439–54. http://dx.doi.org/10.1002/hrm.3930260402.

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18

Berampu, Lailan Tawila, and Windy Dian Sari. "Human Resources Transformation in the Digitalization Professional Era in North Sumatera." Esensi: Jurnal Bisnis dan Manajemen 10, no. 2 (January 3, 2021): 135–46. http://dx.doi.org/10.15408/ess.v10i2.18477.

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The readiness of the Province of Sumatera utara in the era of digitalization in the face of free market competition inevitably starts from the transformation of human resources (HR). Digital HR transformation is very important in an era where technological disruption is the usual norm where revolutionary changes occur but also the phenomenon of evolution in organizations. In addition to digitalization, the transition to business with technology at the centre also requires changes in technology, education, skills and organizational innovation. This cannot be denied, including the government in increasing human resources is one way that can be done to be able to compete in the international world. This study is intended to obtain data and information about the transformation of HR in Sumatera utara in order to increase competitiveness in the digital era. The transformation of HR in Sumatera utara in the digital era was shaped by the dimensions of the technology and innovation.

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19

Andreyanova, Inna, and Anna Rozhkova. "ON THE ISSUE OF LEGAL SYSTEM’S DIGITAL TRANSFORMATION: HUMAN RESOURCES’ UPGRADING." Administrative and Criminal Justice 1, no. 86 (March 31, 2019): 107. http://dx.doi.org/10.17770/acj.v1i86.4221.

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In the information and digital environment, the transformation of the legal system is becoming topical and is being updated, including state authorities of all levels as well as the regulatory legal system, regulation-making, law enforcement and judicial practice, the powers of officials and subjects of legal relations in order to comply with such principles as openness, accessibility, legality, public control. In this regard, the transformation will first of all affect the specialists in the field of jurisprudence, whose competencies are being formatted at the intersection of information, digital and legal areas in the creation process of the updated legal system base. In this context, scientific and educational institutions of the highest level are assigned to implement a strategic task to update the new professions in the field of law at institutional level. The aim of the research work is to identify some relevance aspects of law education transformation. The problem of research work is linked with contradictions at the job market due to the low demand for former professions as well as the depreciation of the educational system because of the lack of technology in the development of educational and other alternative forms of education on platforms and profile platforms. The novelty of the research work is expressed by the practical application of the institutional approach to the implementation of professional standards in qualifications’ updating through network collaborative educational and project programmes. The conclusions of the research work are expressed in the concept of professional standards’ implementation; development of network collaborative educational programmes; module and project training as the main tools for legal professions’ modification.

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20

Pulyaeva, Valentina N. "Transformation of the leadership phenomenon in the digital human resources environment." Theoretical and practical aspects of Management, no. 7 (July 2020): 101–11. http://dx.doi.org/10.46486/0234-4505-2020-7-101-111.

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21

Tsasis, Peter, and Bruce Harber. "Using the balanced scorecard to mobilize human resources in organizational transformation." Health Services Management Research 21, no. 2 (May 2008): 71–80. http://dx.doi.org/10.1258/hsmr.2007.007008.

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22

Haipeter, Thomas, Gerhard Bosch,, Jutta Schmitz-Kießler, and Anne-Christin Spallek. "Neue Mitbestimmungspraktiken in der digitalen Transformation der „Industrie 4.0“: Befunde aus dem gewerkschaftlichen Projekt „Arbeit 2020 in NRW“." Industrielle Beziehungen. Zeitschrift für Arbeit, Organisation und Management 26, no. 2-2019 (September 13, 2019): 130–49. http://dx.doi.org/10.3224/indbez.v26i2.02.

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Die Bezeichnung „Industrie 4.0“ hat sich als Synonym für den digitalen Wandel im deutschen Industriesektor etabliert. Die damit verbundenen Umbrüche werden jedoch nicht technisch vorgegeben, sondern sind in den Betrieben arbeitspolitisch gestaltbar – und damit Gegenstand der Mitbestimmung der Betriebsräte. Eine Antwort auf diese Herausforderungen ist das gewerkschaftliche Projekt „Arbeit 2020 in NRW“ als eines der aktuell avanciertesten betriebspolitischen Projekte deutscher Gewerkschaften. Im Rahmen des Projekts sollen in den Betrieben das Wissen um Veränderungen erhöht, arbeitspolitische Themen erschlossen und schließlich auch Vereinbarungen mit der Unternehmensseite ausgehandelt werden. Die Befunde zeigen, dass auf diese Weise die Ressourcen und die Handlungsfähigkeit der Betriebsräte gestärkt, beteiligungsorientierte Mitbestimmungspraktiken eingeübt und strategische Orientierungen der Betriebsräte gefördert werden können. Insgesamt lässt sich folgern, dass das „duale“ Zusammenspiel von Betriebsräten und Gewerkschaften im Betrieb als Grundlage einer handlungsmächtigen Interessenvertretung immer mehr an Bedeutung gewinnt.

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23

Kirilmaz, Selma Kilic. "Digital Transformation And Human Resources Management: Digital HR Application Examples of Businesses." Pressacademia 11, no. 1 (July 30, 2020): 224–25. http://dx.doi.org/10.17261/pressacademia.2020.1199.

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24

Gorzib, T. A. "THE TRANSFORMATION OF THE WORLD EXPERIENCE IN KAZAKHSTAN HUMAN RESOURCES MANAGEMENT SYSTEM." Economy in the industry, no. 3 (May 4, 2015): 94. http://dx.doi.org/10.17073/2072-1633-2014-3-94-100.

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25

Dahlan, Dahlan, and Fatmawada Fatmawada. "The Fusion of Competence and Integrity Problems in Transformation of Public Human Resources Management Model." Jurnal Ilmiah Ilmu Administrasi Publik 9, no. 2 (February 4, 2020): 185. http://dx.doi.org/10.26858/jiap.v9i2.11530.

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The limited quality of human resource management in the Biak Numfor Regency in Papua requires fundamental transformation. Based on available data, the determinants that reject the transformation process include two categories, namely, lack of competence and integrity. This study uses a post-positivistic interpretive phenomenological philosophy that emphasizes the meaning and descriptive process to understand the process of transformation. Local government leaders who are not trustworthy in applying the concept of human resource management based on the Cakar thesis latently significantly affect the integrity of the domestic apparatus. That has an impact on the lack of credibility of the Biak Regional Human Resources Development Agency. In short, increasing the competency of human resources as an effort to produce adequate human resources in this region becomes an important key for successful transformation.

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Wikumurti, Muchlis R. Luddin, and Thomas Suyatno. "Human Resource Architecture Transformation Case Study in Construction Company." IJHCM (International Journal of Human Capital Management) 3, no. 2 (September 9, 2019): 27–40. http://dx.doi.org/10.21009/ijhcm.03.02.04.

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This study focuses on the transformation of the architecture of human resource construction services companies into toll road development companies, to get the right model in the implementation of the Human Resources system towards employee engagement and satisfaction which is reflected in the improvement of company performance. The study used a qualitative approach through case studies in construction service companies with data collection methods using observation, interviews, document observation and surveys of company employees by questionnaire. Research informants are the management of the Human Resources construction services company. The results of the case study show that the implementation of a human resource system in a company that is transformed from a construction services company to a toll road development company includes establishing the company's vision and mission from a construction company to a toll road developer, changing company organizations from a construction services business organization to a road development organization toll road, employee recruitment system, employee development and training, career management, reward system and termination / retirement system have been well applied in the process of transformation from construction service companies to toll road development companies. This has an effect on increasing the value of employee engagement and satisfaction and is reflected in the improvement of the company's performance over the past 4 years from 2015 to 2018.

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Bilimoria, Diana, Simy Joy, and Xiangfen Liang. "Breaking barriers and creating inclusiveness: Lessons of organizational transformation to advance women faculty in academic science and engineering." Human Resource Management 47, no. 3 (June 2008): 423–41. http://dx.doi.org/10.1002/hrm.20225.

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28

Rosenbusch, Katherine, and Emily Morrison. "The Role of the Academy and HRD in the Changing of the Guard." Advances in Developing Human Resources 22, no. 1 (January 15, 2020): 3–10. http://dx.doi.org/10.1177/1523422319886299.

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The Problem Life for faculty members is becoming more complex and stressful due to the rate of change and the ever-increasing demands being placed on them: publish in top journals, apply for funding, teach and support more students, integrate new technology into classes, serve on committees, and contribute to your discipline and professional association. Current systems, policies, and practices within higher education often fail to recognize the unique contributions of faculty members, especially those who might not reflect the traditional perspectives that have been put in place for decades. Rather, there remains a strongly guarded tradition of what is valued and rewarded within higher education. Hence, higher education needs to transform its organizational culture, valuing individual contributions, meeting workforce demands, and ensuring the health of the education system and society. The Solution The field of human resource development (HRD) with its interdisciplinary roots and expertise in learning, leadership, organizational change, and culture is uniquely poised to not only inform this conversation, but also to critique and contribute to the transformation of faculty work and associated expectations. This Issue addresses and identifies where changes are needed at the individual, organizational, and societal levels to transform the role of faculty members so that it is better aligned with the current environment and context of higher education. The Stakeholders Scholars, practitioners, administrators, and community who recognize that the health of the broader community is affected by the quality of higher education and, in particular, faculty and the way that they teach and prepare students to be scholar-practitioners.

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Yuli, Sri Budi Cantika, and Edyta Wojtyla. "Challenges and strategies in developing human resources for the halal industry: Evidence from Indonesia." Journal of Innovation in Business and Economics 4, no. 02 (December 31, 2020): 77–86. http://dx.doi.org/10.22219/jibe.v4i02.8270.

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The government has prioritized the development of the halal industry sector in Indonesia through the launch of the Indonesian Sharia Economics Master Plan (MEKSI) in 2019. Currently, Indonesia is in the 5th position in the world halal industry ecosystem. This is the main focus to strengthen Indonesia as a world halal producer in 2024. This study aims to examine the challenges of developing halal industry in Indonesia and try to provide a strategy for developing human resources (HR). This study applies a qualitative research approach using three stages of data analysis, namely data reduction, data presentation, and data verification. Data analysis techniques are supported by the NVivo 12 plus program. Based on the results of the literature study, several challenges were found related to the halal industry in Indonesia, i.e. Regulation, Human Resources (HR), Government, Infrastructure and Organization. This study compiles a human resource development strategy to face HR challenges, as follows 1) Human Resource Transformation through people transformation, cultural transformation, organizational transformation and 2) Human Resource Digitalization.

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30

Kirilmaz, Selma Kilic. "Digital transformation in human resources management: investigation of digital hrm practices of businesses." Pressacademia 7, no. 3 (September 30, 2020): 188–200. http://dx.doi.org/10.17261/pressacademia.2020.1282.

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31

Zlateva, Minka. "Public relations education—an instrument for the transformation and development of human resources." Higher Education in Europe 28, no. 4 (December 2003): 511–18. http://dx.doi.org/10.1080/0379772032000170480.

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Aghayari, Ali Akbar, Ali Asghar Zakeri Harandi, and Sara Iranpoor. "Obstacles of Transformation of Human Resources ( Hr ) with an Emphasis on Cultural Organizations." Oman Chapter of Arabian Journal of Business and Management Review 3, no. 12 (July 2014): 117–26. http://dx.doi.org/10.12816/0016557.

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Sivak, Elena, and Svetlana Volkova. "Transformation of land resources as a result of anthropogenic impact." E3S Web of Conferences 175 (2020): 06002. http://dx.doi.org/10.1051/e3sconf/202017506002.

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The article examined temporary matrices of transformation of soil processes related to the activity of microorganisms and humus in comparison with maternal matrices depending on age characteristics of man. The resulting match in value and productivity, from one year to 15 years, from 15 years to 40 years, from 40 years to 65 years, led to the idea of comparing human growth with soil zonal; Weights with indicators of activity of microbiological soil processes; Intelligence with active humus; Age with dynamics of development of temporary matrices on humus and microbiological activity. The dynamics of transformation of organic substances of upper soil horizons under the influence of agricultural use according to the general humus, taking into account their genesis, covers the period from 15 to 46 years; And on microbiological processes from 3 to 66 years. The conclusion is that the identification of human development with the development of soil-formation processes depending on their genesis brings us closer to a true understanding of our appearance, as a species possessing the power that can change the surrounding world through the noosphere in accordance with certain standards of transmutation.

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Tse, Herman H. M., March L. To, and Warren C. K. Chiu. "When and why does transformational leadership influence employee creativity? The roles of personal control and creative personality." Human Resource Management 57, no. 1 (October 13, 2017): 145–57. http://dx.doi.org/10.1002/hrm.21855.

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35

Furneaux, Brent, and Robert Günther. "Learning Transformation." Journal of Cases on Information Technology 15, no. 2 (April 2013): 42–56. http://dx.doi.org/10.4018/jcit.2013040103.

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Information system (IS) transformation initiatives generally present a wide range of challenges for organizations. These challenges are, however, heightened considerably within organizations that have not traditionally pursued such initiatives. In addition to the many difficulties associated with developing and implementing radical business innovation, inexperienced organizations are simultaneously faced with the need to rapidly acquire the underlying competencies necessary to successfully execute a transformation. This case thus presents a mid-sized, globally oriented organization that is in the early stages of developing its transformative capacity while it undertakes a transformation of its human resources (HR) function. The reader is placed in a position to evaluate the challenges and learning achieved thus far in the process and to offer recommendations aimed at ensuring a successful transformation. Recommendations can also be made in relation to how organizations can foster the growth and development of their transformation competencies.

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Sukeri, Kiran, Orlando Alonso-Betancourt, and Robin Emsley. "Needs-based gap analysis for service transformation in the Eastern Cape." South African Journal of Psychiatry 21, no. 1 (February 1, 2015): 5. http://dx.doi.org/10.4102/sajpsychiatry.v21i1.609.

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<p><strong>Objectives. </strong>Part I of this research article presents a needs-based analysis for the management of schizophrenia, bipolar mood disorder and major depression for the Eastern Cape (EC) Province, South Africa. This part of the research paper focuses on quantifying human resources and bed needs for these three severe mental illnesses. Human resource expenditure is calculated for nursing staff at acute, ambulatory and medium-to-long-stay services. A further objective was to conduct a gap analysis for human resources and beds for the EC in order to assist mental health planners in the commissioning of services. </p><p><strong>Methods. </strong>Data from previous research conducted in the province, and international and national epidemiological studies were utilised to quantify the requirements for human resources (psychiatrists, medical officers/registrars, psychologists, nurses, occupational therapists and social workers) and beds for acute, medium-to-long-stay and ambulatory services at provincial and regional levels, to provide mental healthcare. The authors focused on three of the eight priority conditions set by the World Health Organization. A target coverage rate of 80% was used in all calculations. A gap analysis was conducted to demonstrate deficits and excesses, utilising available data on human resources and beds available in the province.</p><p><strong>Results. </strong>The results showed that the districts of Alfred Nzo and Ukhahlamba have no human resources or beds for the provision of mental health services. The province has a deficit of 23 psychiatrists and 243 nurses trained in psychiatry, and an oversupply of 486 other nurses. The results also clearly demonstrated an inequitable distribution of resources in the province. </p><p><strong>Conclusions. </strong>This is the first study that has provided detailed estimates of human resource and bed deficits in the EC. The study demonstrates that the areas of greatest need in terms of bed and human resource requirements are in the eastern regions of the province, which includes the former homelands of the Transkei and Ciskei. This study will assist provincial mental health planners/commissioners in developing an equitable mental health delivery programme.</p>

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37

Gospel, Howard F. "The transformation of American industrial relations, by Thomas A. Kochan, Harry C. Katz, Robert B. Mckersie. New York: Basic Books, 1986, 304 pp. $22.95." Human Resource Management 27, no. 1 (1988): 109–13. http://dx.doi.org/10.1002/hrm.3930270109.

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38

Ereshchenko, Margarita Vl, Elena G. Zubareva, and Svetlana S. Zubareva. "Multimodal Training as the Strategy of Human Resources Development in Conditions for Digital Transformation." SHS Web of Conferences 70 (2019): 03003. http://dx.doi.org/10.1051/shsconf/20197003003.

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The purpose of this study was to explore the opportunities and risks associated with the implementation of new educational formats, including project laboratories, hackathons, startup challenge, co-working, microlearning with regard to their social and axiological aspects into training of high-skilled professionals. The article includes the review of priority areas of the modern education meeting the trends of the digital economy and the description of its specific characteristics. The paper also dwells on the models of cluster education developed by the group of tutors, containing problem cases, draft solution to socio-humanistic tasks, prototypes of engineering projects, business cases, and innovative entrepreneurship technologies. The conducted analysis shows that the use of the opportunities provided by modern educational technologies allows designing am individual educational path, selecting principal subjects and optional courses. During studies at the project office the students develop the skills and competences making them competitive in the global market. The work allowed for the analysis of advantages and disadvantages of the innovative forms and technologies of education into the educational process, as well as for the forecast regarding the efficiency of its long-term implementation.

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39

Chugunov, Aleksandr. "CONCEPTUAL MODEL OF HUMAN RESOURCES MANAGEMENT AND PROJECT MANAGEMENT FOR AN SOFTWARE DEVELOPMENT." Applied Mathematics and Control Sciences, no. 3 (October 5, 2020): 150–63. http://dx.doi.org/10.15593/2499-9873/2020.3.08.

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The article provides an analysis of digital economy level in the Russian Federation, based on I-DESI index and software development was singled out as the most important industry for digital transformation. The importance stimulated by market growth dynamic and Russian Federation IT market product structure. An analysis of possibility using workflow based on data and data mining with according to software development specific are produced in the article. After the analysis there are conclude that digital transformation in software development are possible. Then generalized model of human resources management and project management for a software development organization is produced. Human resources management and project management in software development organization often executed manually and not effective. With this in mind produced model contains intelligence decision support system as crucial element in management and assumes using current operation tools. The model using can increase software development organization effectiveness and increase the process standardization due to base the process on accumulating and analysis data.

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Fourie, D. J. "The public finance management act as a reform measure to capacitate public officials." South African Journal of Economic and Management Sciences 5, no. 1 (March 31, 2002): 219–32. http://dx.doi.org/10.4102/sajems.v5i1.2672.

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The urgent need to develop South Africa's human resources in the public service has been conceptualized in many policy documents. The underlying objective of efforts to strengthen the human resources in the public sector, is the delivery of effective services to the people of South Africa. In line with the White Paper on the Transformation of the Public Service, 1995, the effective mobilization, development and utilization of human resources are stressed as important factors in the transformation of the public service because of their contribution to individual and institutional capacity to ensure effective governance. Financial resources are important in order to develop and sustain the skills of the public servants; however, there is a tendency to cut the budget for human resource development programmes. Alternative methods should be developed to obtain additional sources of income.

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Padutov, Vladimir E., Lubov V. Khotyleva, Oleg U. Baranov, and Svetlana I. Ivanovskaya. "Genetic effects of transformation of forest ecosystems." Ecological genetics 6, no. 1 (March 15, 2008): 3–11. http://dx.doi.org/10.17816/ecogen613-11.

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The paper covers the now population and genetic changes in forest forming species. An estimate is made of the effects exerted on genetic resources of the species by both natural environmental (global environmental changes) and human-made (environmental contamination, deforestation and fragmentation of woodlands, forest exploitation and reforestation, forest tree breeding, introduction) factors.

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Al-Shaiba, Abdulla Saleh, and Muammer Koç. "Role of Human Resources Function in Successful Organizational Transformations for Efficiency Improvement." European Journal of Multidisciplinary Studies 6, no. 2 (June 10, 2017): 273. http://dx.doi.org/10.26417/ejms.v6i2.p273-280.

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Organizational efficiency is generally defined as a measure of relation between the input resources and output generated within a system. Organizational efficiency in public and private sector enterprises and communities plays a key role in ensuring value creation, and thereby, ensuring economic and social sustainability of societies with effective and minimal use of resources, reduced waste and small ecological footprint. Transforming an organization is all about changing a laggard organization to an agile and responsive entity, which foresees changes, willing and adaptive to changes proactively rather, being reactive to changes, which are forced by the operating environments. A proactive organization with visionary leadership foreseeing the challenges establishes mitigation plans to overcome or reduce the impact triggered by operational challenges, while a reactive organization will be impacted by the operational challenges before it initiates changes based on the impact assessment. Transformation of an organization reduces operational costs by eliminating duplications and non-value adding processes (Robbins, 2012). The paradigm of sustainable transformation of organizations has three main components which are interactively functioning: leadership and management, human resources, and organizational culture. Sustainability is defined as ‘responsibility of an organization in sustained generation of economic, environmental and social benefits’ (Gardelliano, 2005). Organization management often gets caught in the contradiction between sustainability and profitability. The shareholders / stakeholders would want short term profitability of an organization while societies around the world are increasingly demanding corporations to be environmentally and socially responsible in its operations with utmost importance being given to their human and natural resources and communities that they operate in. Sustainability also depends on Innovation and Knowledge Development. In a knowledge economy, key engine of growth is knowledge. An economy in which knowledge is acquired, created, disseminated and applied to enhance economic development is known a knowledge economy (Building Knowledge Economy, WBI, 2011). An effective ecosystem which nurtures innovation is based on outputs generated from knowledge centers like universities, research centers, schools, consultancy agencies and other organizations engaged in similar endeavors. The knowledge generated in such centers is applied though right tools to enhance the wellbeing of humans and sustainability of organizations. This paper focuses on the impact of human resource function on the organizational transformation for efficiency improvement.

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Gunaltay, Ayse, and Ugur Filiz. "HUMAN RESOURCES CHALLENGES FOR THE NEXT 10 YEARS: CASE STUDY OF TURKEY." Journal of Management 37, no. 1 (June 30, 2021): 9–17. http://dx.doi.org/10.38104/vadyba.2021.1.01.

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Today, it is critical for businesses to utilize their resources to gain and sustain competitive advantage by having skilled workforce, retaining, and using employees in line with their business objectives and strategies. Therefore, possession of skilled workforce is recognized as one of the determining factors in the success of enterprises in today's competitive environment. It is important to emphasize that this can be achieved only with effective management policies and practices. The concept of globalization will not be missing within next 10 years considering that it has been one of the most important phenomena of the recent decades. In this context, human resources managers, who continue to remain “local” in terms of their knowledge and experience, need to improve themselves by learning new markets, new legislation, new cultures and different norms required by the changing business conditions. In the past, while practices known as employee record keeping, social work duty, personnel management were constituting the main understanding of Human Resource Management (HRM), following the industrial relations, HRM processes have started to be subject to major change and transformation. Currently, HRM has become a critical topic for the organizations due to its significance and impact on their strategic management. Within this context, application, and transformation of HRM is the focus of this study within the projections about its future considering the potential problems may have been encountered during this transformation process. Therefore, this study will examine the difficulties and challenges that may be experienced by HR managers within the next 10 years. Firstly, the current problems of HRM and the main discussions on this subject in the literature will be examined together with the predictions for the next 10 years. Later, in line with the survey results conducted to the HR managers in the Istanbul region, the discussions in the literature will be compared with the predictions of the local HR managers. Considering the complexity of human resources that derives from its own nature and the environment in which it operates, the everyday challenges experienced by HR professionals while handling their routine tasks should be discussed thoroughly by encouraging everyone to share their ideas and to put their best effort to improve their HR processes, policies, and practices.

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Hefni, Hefni. "Vocational Education Transformation Toward Maturity and Business Motivation." Jurnal Ilmu Sosial Mamangan 8, no. 1 (June 29, 2019): 1–7. http://dx.doi.org/10.22202/mamangan.v8i1.4155.

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Indonesia must be ready to face the Asia Pacific 2020 free market. One thing that the authors focus on in this paper is that creative, dynamic and ready to compete human resources, reform and transformation and development in the field of vocational education (vocational) is wrong one author's opinion in this paper. Vocational education (vocational) is one of the solutions to improving Indonesia's Human Resources, because vocational education creates people who are ready to work in the field of work that is available on the field nationally and internationally and has the ability to open new jobs. The embodiment of creative human resources is the responsibility of education, especially vocational education, especially in preparing students to become subjects whose role is to showcase their strong, creative, independent, and professional excellence in their respective fields. This is because education is a process of humanizing humanity in the sense of actualizing all of its potentials into abilities that can be utilized in their daily lives in the wider community. One aspect that must be improved in vocational education is the management of education including teaching staff, in addition to facilities and infrastructure. This is very important to do with the aim that students have a vocational maturity and foster mental development or entrepreneurship motivation. Vocational education not only instills concepts, but rather focuses on understanding and work processes, therefore, for the advancement of vocational education, the potential of teaching staff and the completeness of facilities and infrastructure must be the main factors that must be reformed.

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Özdinç, Ahmet. "Evaluation of Human Resources Planning within the Framework of Turkey’s Health Transformation Program (HTP) with regards to Principles of Justice." International Journal of Human and Health Sciences (IJHHS) 4, no. 1 (October 31, 2019): 41. http://dx.doi.org/10.31344/ijhhs.v4i1.118.

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Objective: Health Transformation Program (HTP) which is a health sector reform began in 2003 in Turkey has changed many parameters within the health sector. In the years when the reform was proposed, it can be said that most of the limitations of the health system are related to the insufficiency of resources and the inability to organize them properly. It is clear that the limitations of human resources, like all resources, bring out the justice problem in distribution. Justice requires fair participation to the resources that will be used in the field of health and fair, honest, and equal distribution of the allocated resource according to needs. Our study will evaluate the human resources policy of the Health Transformation Program in terms of need, equality, utilitarianism, and equity which are the sub-principles of justice.Materials and methods: This research is an example of retrospective study. The health justice principle has been tried to be tested as a new health policy, the Health Transformation Program, was declared in Turkey in 2003 by comparing human resources data between the beginning and end of the process up to 2013. The data acquired in our country will be compared with the data of the world and OECD countries before and after the program. Human resources data will be obtained from the Ministry of Health, State Planning Organization, WHO, WB and OECD.Results and discussion: As a result of the evaluations, it is observed that the principles of justice are generally pursued in the planning and implementation of the Health Transformation Program. On the other hand, it is possible for people to have access to health services according to their needs, as the program claims, by applying the need principle. However, the lack of tangible criteria to determine needs and the ambiguity of the definition of need delimitate the usage of this sub-principle of justice.Conclusion: It is difficult to fully observe the principle of justice in health policies. Fair planning human resources as well as physical resources is significant for both patients and health care workers themselves.International Journal of Human and Health Sciences Vol. 04 No. 01 January’20 Page : 41-50

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Song, Bin. "Development and management of government human resources: A shortcut to economic development." Chinese Public Administration Review 1, no. 3/4 (January 1, 2006): 266. http://dx.doi.org/10.22140/cpar.v1i3/4.31.

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To strengthen the overall developmen and management of government human resources is not only of vital importance to the development of China's government and nation, but also plays an important role in meeting the nees of digital development and management after China's entry into the World Trade Organization. Therefore, beginning with the transformation from government personnel administrtion to a philosophy pursuing the development of government human resources, this article discusses the peculiarities, the contents, the trends of development, and the construction of twenty informational Lcoal Area Networks.

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Schlesinger, Leonard A. "The Transformational Leader, by Noel M. Tichy and Mary Anne Devanna, New York: John Wiley & Sons, Inc., 1986, 306 pp., $19.95." Human Resource Management 26, no. 1 (1987): 135–38. http://dx.doi.org/10.1002/hrm.3930260109.

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Szalkowski, Adam, and Devi Jankowicz. "The Development of Human Resources During the Process of Economic and Structural Transformation in Poland." Advances in Developing Human Resources 6, no. 3 (August 2004): 346–54. http://dx.doi.org/10.1177/1523422304266085.

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Theotokas, Ioannis, and Nicholas Kapantais. "Human resources division transformation in the banking sector: the implementation of the 'three legged stool'." International Journal of Decision Sciences, Risk and Management 7, no. 1/2 (2017): 88. http://dx.doi.org/10.1504/ijdsrm.2017.084001.

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Meduri, Yamini, and Pavithra Yadav. "Automation Invading Human Resources Digital Transformation and Impact of Automation in the Space of HR." Delhi Business Review 22, no. 1 (January 9, 2021): 62–69. http://dx.doi.org/10.51768/dbr.v22i1.221202105.

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