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1
Vankevich, Alena. "The new trends in human resource management in the context of the economy digitalization." University Economic Bulletin, no. 43 (November 20, 2019): 7–12. http://dx.doi.org/10.31470/2306-546x-2019-43-7-12.
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The subject of research is the changes of human resources management at the micro level in the conditions of the economy digitalization. The main directions of the transformation of the labor market in the economy digitalization conditions are the following: expansion of labor supply due to participation in economic activity of various socio-demographic groups of the population; increase in the volume of information about the labor market and its openness due to electronic resources; industry changes in the structure of the labor demand; the jobs polarization; the rapid renewal of professions and skills; the reduction of traditional sectors of the economy; the break of the national labor markets borders. It has been substantiated that these transformations change the requirements for the human resources management service in organizations and modify their functions. The main trends of the human resource management changes in the digitalization conditions are highlighted - the development of employment analysis under Big Data analytics; increased attenion to the formation of the HR- brand; changing the organizational role of the human resources department at the micro level; more active using the staff outsourcing; digitalization of human resource management technologies; expansion of interaction HR-departments and educational institutions, anticipating future skills and competencies; increasing the requirements for the HR manager, especially professional HR-specialists. As a result of the study, the directions for the formation of modern human resources departments in the organizations of the Republic of Belarus were determined, taking into account the course taken by the country to digitalization of the economy.
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Kuznecov, S. "MODERN TRENDS OF HUMAN RESOURCES MANAGEMENT IN THE CONDITIONS OF INNOVATIVE DEVELOPMENT." Actual directions of scientific researches of the XXI century: theory and practice 8, no. 4 (January 31, 2021): 69–77. http://dx.doi.org/10.34220/2308-8877-2021-8-4-69-77.
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The new economy, the knowledge economy, is fundamentally changing the attitude towards the workforce. The concept of "personnel" first replaced the concept of "human resources", but today it is already "human capital". Thus, the “war for brains” becomes the mainstream of HR management. The profession of an HR manager in business entities comes to the fore, and it is on their actions that the effectiveness of not only the correct selection of personnel depends, but also the further path of each employee, up to painless dismissal, without causing negative consequences for the HR brand
Today VUCA-reality forces us to radically revise the existing classical approaches to human resource management. Stability replaces instability, predictability - uncertainty, simplicity - complexity, certainty - ambiguity. The flagship is the "Person-centered" approach in HR - management, when effective management does not respond to the position and the focus of attention is completely directed to a specific employee, to his emotions, feelings, problems, behavior, the possibility of combining "brains".
Thus, the process of human resource management of business entities needs effective management based on new trends in the full management cycle, taking into account the transformation of life associated with the introduction of a remote work format. Accelerated development and implementation of IT technologies is also reflected in the process of effective HR - management of business entities focused on innovative development.
This article examines modern trends in HR management at different stages, including adaptive management decisions that meet the conditions of remote work, allowing modern business to be competitive and occupy a leading position in the market.
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Česynienė, Rima, Danutė Diskienė, and Asta Stankevičienė. "LABOUR MARKET TRENDS AND THEIR IMPACT ON HUMAN RESOURCE MANAGEMENT IN LITHUANIAN COMPANIES." Ekonomika 92, no. 3 (January 1, 2013): 123–40. http://dx.doi.org/10.15388/ekon.2013.0.1619.
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Abstract. During the last decades, organizations operate in changing labour market conditions. Labour markets of many countries, including Lithuania, are in a continuous state of changes which demand a new approach to the management of human resources. The purpose of this study was to identify the key factors that transform labour markets and to outline how this transformation is impacting human resource management practices, particularly human resource specialists’ functions and competences. To achieve this purpose, a detailed review of literature was performed and a research based on the questionnaire method was conducted in 2011–2012 in 92 Lithuanian companies. The research included 160 respondents – specialists of human resourcesdepartments. The research has demonstrated that, in the changing labour market conditions, the functions of human resource specialists have become more diverse and are increasingly directed towards fulfilling the needs of the business.Key words: labour market, human resource management, functions, competences
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Taigbenu, Akpofure E. "Current Trends in Water Resources Research." Advanced Materials Research 367 (October 2011): 779–93. http://dx.doi.org/10.4028/www.scientific.net/amr.367.779.
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Research has largely been driven by the quest for innovation, new knowledge and improving the general wellbeing of the human race. Monumental challenges that plague humanity tend to, from time to time, shape research and take it to new heights, and one of such is the global water crisis [1,2]. To restate the obvious that water is the basis of life and the engine for social and economic growth, water resource engineering research attempts to address challenges related to: (i) how water of sufficient quantity and quality can be made available to meet various competing sectoral demands; (ii) how development and exploitation of the resource can be carried out in a sustainable manner so that its benefits extend to future generations; (iii) what adaptation and mitigating measures can be put in place to minimize the impacts of global climate change. This paper, therefore, presents trends in four areas of research in water resources engineering that focus on the paradigm shifts in water supply and sanitation, integrated modeling in order to give quantitative expression to integrated water resources management (IWRM), thereby achieving a more defined space for decision making, new and emerging cost-effective water treatment technologies, and research developments in adaptation measures to climate change.
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Ashbaugh, Sam, and Rowan Miranda. "Technology for Human Resources Management: Seven Questions and Answers." Public Personnel Management 31, no. 1 (March 2002): 7–20. http://dx.doi.org/10.1177/009102600203100102.
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Public management is slowly being transformed by information technology. Technology today is the driver of new government processes for dealing with citizens and suppliers. But it is also reshaping important functions and processes that only those inside government may care about such as accounting, payroll, and personnel administration. Taken together, the internal and external impact of new technologies is changing the way governments manage and make decisions.1 This article examines the current state and future trends in human resource management systems (HRMS). Such systems are related to a broader “digital government” effort that seeks to apply technology to streamline government processes. The underlying architecture for digital government is the Internet and integrated administrative management systems (which are more commonly known as enterprise resource planning (ERP) systems). This article describes the technology and functional features of such systems and focuses specifically on the business benefits provided by the human resource management system (HRMS) components. Questions examined include: ▪ What are the challenging issues facing HRMS? ▪ What is the current state of HRMS technology? ▪ What is ERP? How is it related to HRMS? ▪ What are the major technology features of modern systems? ▪ What specific functions are encompassed by HRMS? ▪ What are the major business benefits of modern HRMS? ▪ What are some of the major risk factors in implementing HRMS solutions?
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Reisman, Bernard. "Management Theory and Agency Management: A New Compatibility." Social Casework 67, no. 7 (September 1986): 387–93. http://dx.doi.org/10.1177/104438948606700701.
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Social workers typically have not looked to business management theory for perspectives on managing their agencies. However, recent humanistic trends in management theory may make it a valuable resource as human service agencies seek to adopt new management methods.
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Горячева, Елена, Elena Goryacheva, Наталья Костикова, and Natalya Kostikova. "Issues of human resource management in hospitality industry." Services in Russia and abroad 10, no. 3 (September 21, 2016): 199–209. http://dx.doi.org/10.12737/20111.
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The article is devoted to the practice-oriented issues in hospitality industry. The work presents new trends in modern requirements for staff in tourism and hotel industry. The authors on the basis of estimations the industry´s leading experts and own practical convictions assert that the effectiveness of personnel interaction with partners and customers is a structural constructed field of activity and affects the competitiveness of businesses in general. New conceptual understanding of human resources management includes scientific administration, interconnection of social and psychological characteristics of each employee´s with labor productivity and formation of staff interest in the results of operations. In this regard, it is interesting to study the influence of these factors on the work of staff in hospitality industry. This article discusses the actual needs of the work with staff in the departments of HR (human resources), and, in present conditions, the demand for the following approaches: remote employment, flexibility in competence and professionalism, continuing education, fast adaptation and the staff involvement in the company work process.
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Zhang, Kaifu. "Top Trends for Talent Management." Scientific and Social Research 3, no. 2 (July 13, 2021): 163–69. http://dx.doi.org/10.36922/ssr.v3i2.1124.
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Since McKinsey’s 1998 report on “better talent is worth fighting for” which formally introduced the term “the war for talent,” talent management (TM) has been attracting strong attention from industries and academia throughout the world. Talents are seen as the critical determinant of organizational success and a necessity for sustainable corporate development. To be successful, companies need to identify and manage talents effectively. However, the dilemma faced by companies are the uncertainty of the external environment which makes it difficult for them to predict the supply and demand of talents in the external labor market as well as the difficulty to attract the needed talents and retaining the skills that they have spent abundant resources to cultivate. This article aims to summarize the top trends of talent management (TM) in the contemporary society and offers a comprehensive explanation as well as corresponding suggestions in response to these trends so as to provide the best way to build a multi-dimensional and comprehensive team to meet the new requirements in the infobahn era, thus enhancing the operation and management capabilities for optimizing human capital.
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Clarke, Oliver. "Book Review: Human Resources, Personnel, and Organizational Behavior: New Trends in Employment Practice: An International Survey." ILR Review 46, no. 3 (April 1993): 596–97. http://dx.doi.org/10.1177/001979399304600326.
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Lušňáková, Zuzana, Silvia Lenčéšová, Veronika Hrdá, and Mária Šajbidorová. "Innovative Processes Within Communication and Motivation, Work Environment Care and Creativity Support of Human Resources." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 68, no. 2 (2020): 395–405. http://dx.doi.org/10.11118/actaun202068020395.
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The given issue applied in the practise of food businesses in Slovakia is very actual. The objective reason is especially the fact that the food businesses are producers of domestic foodstuffs, production of which is considered very important not only from nutritional point of view for the population and availability of quality domestic products but from sustainability of employment in this branch, development and application of quality, qualified and committed employees, point of view as well. The objective of the paper is to find out how food businesses working in Slovakia implement and use new trends, in selected areas of human resource management, in reality. The research actively included 453 food businesses from all the Slovakia. The statistical relations and correlations between variables were performed by Cronbach alpha, Spearman test, Kruskal-Walis test using programs EXCEL and SAS Enterprise Guide 7.1. We found out that food businesses in Slovakia show significant reserves and shortcomings in a practical application of new trends within human resource management despite of the fact that their representatives realize the importance of human resources. In the conclusion, we provide suggestions and recommendations to improve the company practise.
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Bortnikas, Aleksandras. "Problems with Modernizing Human Resources in The Lithuanian Service Sector." Journal of Intercultural Management 11, no. 4 (December 1, 2019): 146–57. http://dx.doi.org/10.2478/joim-2019-0027.
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Abstract Objective: Problems in modernizing human resources of Lithuania’s service sector are discussed in the article. The objective of the article is to reveal the issues of human resources modernization, identify the trends and measures for human resources’ modernization in the service sector of Lithuania. The process of human resource management is understood as a continuous procedure where the main activities are planning, recruitment, selection, socialization, training and improvement, assessment of activity, promotion, displacement, downgrading or dismissal. The essential trends and measures for modernizing management of human resources is strategic management of human resources, growth of employee competencies and development of electronic human resources. Noteworthy to mention that in the modern world, when striving for competitive advantage, it is important to follow the guidelines of strategic management of human resources. The significance of information technologies cannot be forgotten, because the instalment of these technologies helps to coordinate innovations in science, originality and practical experience, all of which is oriented towards creation of new services and products for the society. Methodology: The research methods are based on the insights of the researchers using the analysis of scientific literature and synthesis methods. The study analyzes issues related to the modernization of human resources management in the Lithuanian service sector. Findings: Summarizing the study results, aspects of a modern organizational culture can be distinguished: promotion of friendly communication among employees (this allows solving problems in the organization among employees without the need for the employer to interrupt); constructive conflict solving with the help of a mediator; an employee who is valued in the organization becomes initiative, able to independently make decisions, is more involved in achieving goals of the organization; organizational culture is being modernized by promoting employee creativeness, or through pleasant and beneficial tasks; a manager in a modern organization is distinguished by a democratic leading style, is not a sole controller – decisions are made with the involvement of the entire team; it is modern to seek for a high level of service provision (not to be only profit-oriented). Value Added: Based on the results of the research, a way of modernizing human resource management in Lithuanian catering establishments was suggested in order to maintain high level of services provided by modern motivation methods and other elements of the organizational culture model. Recommendations: Summarizing the results of the research it is possible to distinguish aspects of modern organization culture, which showed that modernization of human resource management in Lithuanian catering establishments includes ensuring of microclimate in the organization; healthy workplace emotional and physical well-being; employee socialization; motivation of employees and encouragement to seek a high level of service in modern ways of motivation and other elements of the organizational culture model that are recommended to be emphasized in the organization.
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Bao, Shuji (Rosey). "Human Resource Management in China: New Trends and Practices20121Fang Lee Cooke. Human Resource Management in China: New Trends and Practices. New York, NY: Routledge 2012. 252 pp. (Hard back and paper back)." Journal of Chinese Human Resources Management 3, no. 1 (April 22, 2012): 79–81. http://dx.doi.org/10.1108/20408001211220584.
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Dorogovtseva, Anna, and Anna Erygina. "HR-Digital Trends." Management of the Personnel and Intellectual Resources in Russia 8, no. 5 (December 23, 2019): 19–22. http://dx.doi.org/10.12737/article_5dc960ab94c068.61133850.
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The article reviews HR-Digital, a new area in HR-management that has been actively implemented recently through the use of HR digital technologies. The work analyses the tasks of HR-managers in the digitalisation environment, digital technologies that will speed up a work fl ow for HR and help to evaluate an economic eff ect of HR-events. A focus is on the characteristics that today’s organisations must take into account to start using and implementing a digital HR-technology. We review areas for the digitalisation of staff services, show a huge variety of digital opportunities in managing human resources and give examples of success stories demonstrating the implementation of digital HR-technologies.
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CLARYSSE, BART, SIMON MOSEY, and INGE LAMBRECHT. "New Trends in Technology Management Education: A View From Europe." Academy of Management Learning & Education 8, no. 3 (September 1, 2009): 427–43. http://dx.doi.org/10.5465/amle.2009.44287941.
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Alabi, Peter Akubo. "TRENDS IN INFORMATION TECHNOLOGY MANAGEMENT." International Journal for Innovation Education and Research 9, no. 2 (February 1, 2021): 405–19. http://dx.doi.org/10.31686/ijier.vol9.iss2.2942.
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The paper presents an analytical exposition, critical context and integrative conclusion on the trends and best practices in Information Technology Management, and reviews and evaluates the key issues, trends and future direction of Modern Information Technology Management. IT is generally accepted as a key enabler of economic and technological growth. Managers implement new technology to change something: the organization, the nature of work, relationships with other organizations, or some other facet of business. Information Technology (IT) plays a vital role in leveraging productivity and efficiency in private organizations, governments and research. The value of IT in any organization depends on its infrastructure, which consists of computers, network and telecommunication technologies, data and core software applications. Information Technology (IT) is now a force and driver of modern technological development and globalization, and makes the management of information more efficient and effective. Technology management entails all management activities that determine the application of policy, objectives and responsibilities as well as their execution in an organization in terms of planning, allocating resources, organizing and ensuring outcomes that improve processes. The major IT Management issues are: Using technology to design efficient and effective organizations; Developing a plan for information technology in the organization; Using IT as a part of corporate strategy; Taking advantage of interorganizational systems; Deciding on and developing new applications of IT; Reengineering business processes; Adopting special applications; Changing the organization; Managing the IT infrastructure in a time of explosive growth and technological change; Deciding whether and what to outsource; and Deciding how much to invest in IT. Knowledge and skills are a necessary and sufficient condition for technological progress. Developing countries lack enough skilled IT persons who can design, program, install, configure and maintain Information Technology in this constantly changing industry. Accordingly, lack of qualified and globally recognized IT professionals is seriously hampering IT adoption and development. Management Information Systems refer to information management methods tied to the automation or support of human decision making, whereas IT Management refers to the IT related management activities in organizations.
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Anyu, J. Ndumbe, and William G. DZEKASHU. "Freshwater Resource Exploitation: New Security Challenge for Africa." Advances in Social Sciences Research Journal 7, no. 6 (July 8, 2020): 722–31. http://dx.doi.org/10.14738/assrj.76.8521.
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Population growth and human activities such as freshwater resource exploitations continue to have shattering effects on ecological dynamics. These effects are likely not unrelated to issues emanating from climate change and global warming. There is adequate scientific evidence that supports shifting trends in the ecosystem and specifically relating to increased water use and loss of wetlands; that poses a new security challenge for Africa especially, and which without proper intervention, could be catastrophic; resulting in food shortage and profound implications on biodiversity conservation. Many measures have been put in place intended to arrest excessive water extraction; the measures include co-management, encouragement of local community adaptation methods, and good governance. It is unclear whether these methods can catch up with the speed of depletion of the water resources. There is fear that future scarcity in water resources could compound with other issues plaguing Africa to result in conflicts.
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Lundqvist, Jan, and Olcay Unver. "Alternative pathways to food security and nutrition – water predicaments and human behavior." Water Policy 20, no. 5 (July 17, 2018): 871–84. http://dx.doi.org/10.2166/wp.2018.171.
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Abstract Remarkable successes and new challenges to cope with requirements for food and water are analyzed. Trends in demography, food preferences and consumer habits are scrutinized together with their implications for human well-being and natural resources. Making best use of variable and limited water resources presumes proper management and efficient technologies, but also a worthwhile use of goods and services produced, for example, food. Reduction of food losses and waste, and reversing trends in overweight and obesity promise significant water savings. Transformations of food systems in this direction provide opportunities to meet human nutrient and food requirements in a resource-effective manner. In line with the principle of the Sustainable Development Goals, ‘no-one should be left behind’, governments, producers and consumers must be involved in efforts to ensure food security and nutrition. Naturally, farmers are major actors in food systems. The business community is showing a commitment to contribute to food security and nutrition and to reduce water risks. Consumers are dynamic drivers as well as beneficiaries, victims and culprits in water and food systems and need to internalize resource-use efficiency in their behavior, for example, by reducing food waste and aiming for better nutrition and sustainable diets.
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Lobanova, Liudmila, and Borisas Melnikas. "HUMAN RESOURCE MANAGEMENT DEVELOPMENT IN THE CONTEXT OF EUROPEAN INTEGRATION CHALLENGES / ŽMOGIŠKŲJŲ IŠTEKLIŲ VADYBOS TOBULINIMAS EUROPOS INTEGRACIJOS IŠŠŪKIŲ KONTEKSTE." Mokslas - Lietuvos ateitis 4, no. 3 (July 9, 2012): 230–39. http://dx.doi.org/10.3846/mla.2012.37.
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The article deals with the problems of human resource management development which leads to the essence of European integration and EU enlargement and developments taking place in the cohesion process. It is shown that the cohesion process is determined by the essential changes in human resource management, it raises the need for human resource management and development tools to actively respond to the general socio-economic area of the European Union. The article reveals a variety of phenomena of cohesion, displays the new trends in human resource management to improve the area, highlights the need for new targets to modernize human resources management taking into account different labour markets, the internationalization, an acceleration in the rate of human migration, multiculturalism, and other circumstances. Santrauka Straipsnyje keliama ir nagrinėjama žmogiškųjų išteklių vadybos tobulinimo problema, kurios esmę lemia Europos integracijos ir Europos Sąjungos raidos ir plėtros sąlygomis vykstantys sanglaudos procesai. Parodyta, kad sanglaudos procesai lemia esminius žmogiškųjų išteklių vadybos pokyčius, iškelia poreikius žmogiškųjų išteklių vadybos ir jos tobulinimo priemonėmis aktyviai reaguoti į bendros socialinės ir ekonominės erdvės kūrimąsi Europos Sąjungoje. Straipsnyje atskleidžiama sanglaudos reiškinių įvairovė, parodomos naujos tendencijos žmogiškųjų išteklių vadybos tobulinimo srityje, išryškinami nauji poreikiai kryptingai modernizuoti žmogiškųjų išteklių vadybą atsižvelgiant į įvairias darbo rinkų internacionalizavimo, į žmonių migracijos spartėjimo, į daugiakultūriškumo ir kitas aplinkybes.
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Камилла Григорьевна, Абазиева, Бурмистров Сергей Владимирович, and Самыгин Сергей Иванович. "ARCHAIC FEATURES OF NEW TRENDS IN HUMAN RESOURCE MANAGEMENT UNDER DIGITALIZATION OF RUSSIAN ECONOMY." STATE AND MUNICIPAL MANAGEMENT SCHOLAR NOTES 2, no. 2 (June 2021): 77–82. http://dx.doi.org/10.22394/2079-1690-2021-1-2-77-82.
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Борисова and N. Borisova. "Motivational Strategy for Personnel Management in the System of Innovation-Oriented Human Resource Management." Management of the Personnel and Intellectual Resources in Russia 3, no. 6 (December 15, 2014): 58–65. http://dx.doi.org/10.12737/7293.
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The paper analyzes motivational personnel management strategy within the conditions of transiting to the innovative economy and evidences the objective
need and nature of the new approach to management. The subject of inquiry is the system of innovation-oriented human resource management (HRM) system,
created with the aim to facilitate sustainable growth of human resources potential. The author’s model of how such a system functions reveals the essence of
managerial activity in the aspect of utilizing and developing personnel innovative potential for the purpose of enhancing competitive stance of the organization.
As the conceptual apparatus of the issue in hand is rather debatable the author fi nds it reasonable to specify meaning of such concepts as «personnel», «human
resources», «innovative potential» and «innovativeness of the personnel». Assuming that in the realities of innovative economy organizational staff ’s innovative
potential is an essential quality, refl ecting the degree of personnel’s innovativeness in terms of capabilities to generate new knowledge, and further to transform
these knowledge in practical innovations, thus contributing to business worth and competitiveness of the employing company. Motivational strategy of
personnel management is considered because it serves as the key element of the innovations-oriented HRM, which is of particular importance for achieving
organization’s strategy goals. To successfully implement motivation strategy of personnel management there should be in place some powerful incentive
system, conducive to systematical growth of workers’ innovation potential based on up-to-date motivational techniques, tools and methods. The paper focuses
mainly on corporate business-training and gives priority to extended forms of training and couching, which, as the author shows, are capable of forging strong
incentives for professional and intellectual development of personnel and enhancing the workers’ competitiveness in terms of innovations. The author presents
fi ndings of her own research, which are helpful in identifying top trends in modern HRM development and ways to improve incentives to motivate personnel
under conditions of building the innovative economy in Russia.
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Захаров and Dmitriy Zakharov. "Research Trends of the Labour Market in 2016." Management of the Personnel and Intellectual Resources in Russia 5, no. 4 (August 18, 2016): 71–77. http://dx.doi.org/10.12737/21738.
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This article discusses the current trends, analysis and forecasts of the labor market situation in Russia. Results the effect of the global economic crisis on the
labor market. It was revealed that the crisis has forced workers significantly revise their professional requirements. In particular, today the Russian top managers
and key specialists emphasize employment is the stability of the company in the market, even the prospects for career and professional growth overshadowed.
The recommendations on the adjustment of human resources management strategy of the organization, taking into account trends and forecasts of the labor
market. The new targets have to work with the company personnel are performance evaluation and staff development. These strategic priorities, on the one
hand — a direct consequence of the difficulties in the economy, dictating the most balanced market participants to expend resources, on the other hand — an
attempt to control service personnel to reach a new level of business.
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Mosca, Joseph B., Linda Puches, and John Buzza. "Human Resource Managers Impliment Effective Organizational ChangeThrough Leadership & Process Management." International Journal of Management & Information Systems (IJMIS) 19, no. 4 (October 2, 2015): 115. http://dx.doi.org/10.19030/ijmis.v19i4.9441.
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Organizational restructuring has been the reaction to business trends and economic fluctuations and is a continuing, sound practice. The perception of doing business has changed and so have the awareness, expectations, and values of employees. It is evident that if organizations and managers of the future are to survive, they must continually adapt their methods of operating to new situations and a diverse workforce.Without visionary leaders, organizational change may not work. Old theories of authoritative leadership have proven to be ineffective in today’s environment. Successful change must focus on tasks, bottom-up feedback, employee participation at all levels and skilled leadership. All of this is possible by transforming the organization with an organic structure comprised of innovative, democratic leaders. The U.S. has experienced many economic changes and this paper wants to focus on manufacturing that these authors believe will be on the up-swing as the trend of “Made in America,” is beginning to take hold.
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Alami, Reza, Omolbanin Hashemi Gorji, Mehdi Shokri Asrami, Hanieh Rasouli Saravi, Marziezh Jafari Soteh, and Fatemeh Rajabi Ahangari. "The Role of Information Technology (IT) in Development and Increase of the Efficiency of Human Resources." Journal of Social Science Studies 3, no. 2 (May 3, 2016): 188. http://dx.doi.org/10.5296/jsss.v3i2.8602.
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<p>Information Technology (IT) as a set of produced ideas is available for individuals and organizations through hardware mechanisms and plays a major role in the development of human resources. In today’s world, IT is the key factor of human development in organizations and communities. Trends and results of the literature review confirm contribution of the IT tools in human resources area i.e. to accomplish assigned human resources tasks by using the source of IT capabilities. In the current era the use of information systems and new technologies, especially IT in organizations and communities is the most important tool to improve efficiency and it will accelerate movement toward this direction. Improper use of it can impose problems to the organization and it also reduces productivity. The aim of this paper is to investigates the impact of IT on the productivity of human recourses and gives a brief overview about possibilities of IT usage in human resources field for measuring and tracking human capital and using the human resources information system generally. The results of this, study revealed that there is significant relationship between use of IT and human resource management functions, also a positive and significant effect of the ICTs on employment rate.</p>
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Khalatur, Svitlana. "ECONOMIC RESOURCES PROVISION OF THE AGRICULTURAL SECTOR OF UKRAINE." Economic Analysis, no. 27(1) (2017): 96–100. http://dx.doi.org/10.35774/econa2017.01.096.
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Introduction. In the process of agricultural production the natural resources, human resources and capital are used. Responsible management of resources will contribute to the sustainable development of agriculture with the possibility of agricultural products, to satisfy the needs of the population quantitatively and qualitatively. The transition of agricultural production on industrial basis, the emergence of new techniques, technologies, organizational innovations are defined by quantitative and qualitative composition of the economic resources that would meet the modern conditions of activity of the agricultural sector. Purpose. The research aims to identify trends in the structure of the economic resources and their availability in the agricultural sector of Ukraine. Method (methodology). In the process of research the following methods have been used: monographic method; method of critical analysis; method of structural and trend analysis. Results. The structure of assets of agriculture of Ukraine is estimated. We have established the trends in the proportion of assets of agriculture in the structure of the assets of all sectors of the economy and their cost. The dynamics of changes in the ratio of fixed and current assets of agricultural enterprises of Ukraine is analysed. The analysis of non-current assets of agricultural enterprises is considered. It has been determined the dynamics of change in value of fixed assets. The features of reproductive processes in the agricultural sector are formed. The obtained results should be applied at the rationalization of administrative decisions in the field of financial management by managers and specialists of agricultural industry.
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Ahmed, Ghofran. "Human Resource Management: The Consequences of Changes in Government Management." International Journal Papier Public Review 1, no. 2 (August 30, 2020): 1–5. http://dx.doi.org/10.47667/ijppr.v1i2.11.
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Employees as human resources (HR) are a central factor in an organization. Managing people in management is closely related to organizing management itself. Increasing benefits in the aspect of workability within the organization is a major consideration for HRD policies. The HRD policy is closely related to the HRM aspect, namely investing in people and developing the organization's human capital. To get employees who are efficient in the organization, then placing the humanitarian aspect as the basis for employee development. Through reforms at the organizational level both for individual employees in particular and the organization in general, a human power based perspective is offered. There is a new trend of organizations that are more consumer-oriented, and involve them in strategic planning processes that do not interest most of them. This can apply to public sector organizations.
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Ivanenko, Larisa V., and Oleg S. Andreev. "CURRENT TRENDS IN THE FUNCTIONING OF THE HIGHER EDUCATION SYSTEM WITHIN THE FRAMEWORK OF AN INNOVATIVE ECONOMY." Vestnik of Samara University. Economics and Management 11, no. 3 (November 4, 2020): 49–57. http://dx.doi.org/10.18287/2542-0461-2020-11-3-49-57.
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The proposed article considers the need to recognize the economic utility and social value of human resources, the development of which requires investment in comparison with other types of economic resources. The urgency of solving the problem of functioning of higher education system is dictated by the need to apply new approaches to the management of an educational institution. Successful companies focus their efforts on creating and developing a management system for educational institutions designed to work effectively with intellectual resources that are becoming less used today. All these circumstances explain the emergence of a special interest of scientists and practitioners in the management of intellectual capital and the effectiveness of the knowledge process. In this regard, there is a need for constant updating and change, which means that knowledge is always innovative. At the same time, the most interesting are the ways of transforming universities into a new type of organization focused on meeting the needs of the market, making a profit, developing innovative technologies, supporting high-tech research projects and managing them. Close interaction of business corporations with the University community, forms a diversified financial base, develops contacts with business, society and the state, and encourages the widespread use of initiative and support for innovation in the scientific and educational environment. The new conceptual approach has enriched the practice with progressive methods and technologies for managing people in a complex innovative environment. The priorities were flexible forms of labor use, continuous improvement of the quality of human resources, new approaches to organizing and stimulating labor, and addressing cultural and ethical factors of labor productivity and quality of life. The main components of scientific novelty are the regulation and mutual influence of the functioning infrastructure and the applied methodology of higher education.
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Pechová, Jana. "Personnel trends in a globalised world." SHS Web of Conferences 74 (2020): 01024. http://dx.doi.org/10.1051/shsconf/20207401024.
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The labour market is the main external condition for personnel management and is influenced by population development, immigration policy of the state, globalization of the labour market and trends in the content of work activities. Human resources as grown in importance and value in the third millennium. Transforming human capital is a fundamental factor in the success of business in global markets. The development of economics leads to an increasing need for adaptability and flexibility of workers, a creative approach and, last but not least, the ability to acquire, choose, and retain talented workers from all over the world. Personnel trends in a globalised world is oriented towards a modern method of selection or development of workers with an emphasis on the criterion of creativity. The contribution represents the usual course of VAC with the standard criteria and offers a new VAC design in relation to the key competency of the 21st century which is creativity. The practical part of the contribution is a case study conducted qualitative research with representatives of Generation X and Y and respects the stated objective: to create a new VAC design with the selection or development criterion of creativity.
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Fernández, Alfonso, Ariel Muñoz, Álvaro González-Reyes, Isabella Aguilera-Betti, Isadora Toledo, Paulina Puchi, David Sauchyn, et al. "Dendrohydrology and water resources management in south-central Chile: lessons from the Río Imperial streamflow reconstruction." Hydrology and Earth System Sciences 22, no. 5 (May 17, 2018): 2921–35. http://dx.doi.org/10.5194/hess-22-2921-2018.
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Abstract. Streamflow in south-central Chile (SCC, ∼ 37–42∘ S) is vital for agriculture, forestry production, hydroelectricity, and human consumption. Recent drought episodes have generated hydrological deficits with damaging effects on these activities. This region is projected to undergo major reductions in water availability, concomitant with projected increases in water demand. However, the lack of long-term records hampers the development of accurate estimations of natural variability and trends. In order to provide more information on long-term streamflow variability and trends in SCC, here we report findings of an analysis of instrumental records and a tree-ring reconstruction of the summer streamflow of the Río Imperial (∼ 37∘ 40′ S–38∘ 50′ S). This is the first reconstruction in Chile targeted at this season. Results from the instrumental streamflow record (∼ 1940 onwards) indicated that the hydrological regime is fundamentally pluvial with a small snowmelt contribution during spring, and evidenced a decreasing trend, both for the summer and the full annual record. The reconstruction showed that streamflow below the average characterized the post-1980 period, with more frequent, but not more intense, drought episodes. We additionally found that the recent positive phase of the Southern Annular Mode has significantly influenced streamflow. These findings agree with previous studies, suggesting a robust regional signal and a shift to a new hydrological scenario. In this paper, we also discuss implications of these results for water managers and stakeholders; we provide rationale and examples that support the need for the incorporation of tree-ring reconstructions into water resources management.
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Przytuła, Sylwia, Gabriela Strzelec, and Katarzyna Krysińska-Kościańska. "Re-vision of Future Trends in Human Resource Management (HRM) after COVID-19." Journal of Intercultural Management 12, no. 4 (December 1, 2020): 70–90. http://dx.doi.org/10.2478/joim-2020-0052.
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Abstract Objective: The article is an attempt to make a diagnosis about the impact of the Covid-19 pandemic on HR practices including recruitment and selection, remote working, motivating employees, re-skilling and communicating. This theoretical study is a kind of revision and discussion with the “future trends in HR” predicted a few years ago before pandemic. Methodology: The research method was a review of the most recent research findings from business practice and from scientific literature concerning the impact of the pandemic on various fields of human resource management. Due to the growing flood of media information, the authors wanted to select the most updated HR practices implemented in organizations from the reliable and acknowledgeable sources. Findings: The biggest challenges for HR after COVID-19 will be: restructuring the place of work and the content of work, applying more advanced technology to recruitment, selection and performance; more interests, appreciation and motivation from managers will be needed as well as building trust, a sense of belonging among team members. The list of benefits will be revised towards enhancing mental health and well-being. The reality after the pandemic will require new competencies from managers and employees so re-skilling and re-training are the most expected approaches. Value Added: This article is becoming an important voice on the impact of a pandemic on the HR practices. The emerging and current results of research on HR trends will allow targeting education systems and equipping employees with the most predictable competences which will be useful in the era after the pandemic. Recommendations: The COVID-19 turmoil has changed the prepared strategic plans for development of many organizations. This external factor hardened all continents and built new reality where some tips and recommendation are highly welcome. Thus, we proposed few revisited personnel solutions which HR professionals may implement. We also invite other scholars to research the pandemic impact on many multidimensional levels: economic, political, social, technological, ethical ones.
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Strelnikova, Larisa. "Prospects of digital technologies implementation in the system of human resources management of Russian agricultural companies." E3S Web of Conferences 258 (2021): 01002. http://dx.doi.org/10.1051/e3sconf/202125801002.
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The main trends of the current times are globalization, customer behavior changes and transition to the network digital economy, which define the long term direction of development. The economic and social conditions are transformed in major ways, due to application of digital technologies and this presents the necessity to change key aspects of human resources management in the context of changing companies’ business models, especially as it pertains to logistics. In the digital economy, a number of conceptual provisions are being formed that are associated not only with the process of optimization of management in general, but also with the new role of a person, his competencies, their implementation and development based on digital technologies. This study encompasses the results of digital technologies development analysis, as they are applied to human resources management at various Russian companies and organizations. It also presents methodology of project evaluation in the realm of primary digital technologies implementation to education and professional development of logistics companies’ personnel. The methodology is based on expert approach, using concordance coefficient and range correlation method.
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Marleni, Ni Nyoman Nepi, and Gema Sakti Raspati. "A Critical Review of Wastewater Resource Recovery Implementation in Indonesia." Journal of the Civil Engineering Forum 6, no. 1 (January 31, 2020): 89. http://dx.doi.org/10.22146/jcef.52755.
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Wastewater has been recognized as a resource due to its large quantities, and it contains many valuable resources that can be converted into valuable material. Reusing or recovering resources from wastewater can reduce the environmental footprint of wastewater treatment, minimize the contamination and ensure the availability of valuable resources for the human being. The ultimate aim of wastewater resource recovery (WRR) is to create a sustainable and resilient community which is very relevant in Indonesia as this country experiences many natural or human-made disaster. To have an effective implementation, therefore, it is crucial to identify the barriers or supporting factors in its implementation of Wastewater Resource Recovery, which can be different for many regions. Through extensive literature studies, this study intends to review the possibility of WRR implementation in Indonesia. This study discusses Indonesia policy/regulation about wastewater management across all-region in Indonesia, identify barriers in WRR, compares global trends of wastewater management to Indonesia practice and list wastewater resources that potentially can be recovered in Indonesia. From the review, barriers of WRR implementation in Indonesia is most probably due to the policy and regulation of wastewater management which many of them did not support the option of WRR, instead of suggesting only safe discharge option. However, some regulations have mentioned the utilization of wastewater by-product, but it is limited only to treated water utilization. Other obstacles are social acceptance and distance between recovered material supply and demand. Social acceptance includes the human perception regarding the health risk associated with wastewater by-product. Religion also could be a potential barrier that needs to be handled in the implementation of WRR. This study could give new insight into the current state of wastewater resource recovery initiative in Indonesia; thus the strategy to overcome the barriers could be designed.
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Khan, Muhammad Hamza, and Syaharizatul Noorizwan Muktar. "What’s Next for Green Human Resource Management: Insights and Trends for Sustainable Development." International Journal of Sustainable Development and Planning 16, no. 1 (February 28, 2021): 181–94. http://dx.doi.org/10.18280/ijsdp.160119.
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The theme of green human resource management (GHRM) has got immense attention among researchers and professionals due to its potential to pacify environmental needs and simultaneously allowing firms to have win-win situation, hence achieving sustainable competitive edge over their rivals. In this context, a systematic review of 70 articles from the past 12 years (2008-2020) on green human resource management was conducted based on Scopus database in terms of (1) the reflections of green HRM, (2) execution of green HRM, (3) factors of green HRM, (4), Effects of green HRM. Results demonstrated that Green HRM is still in developing phase and a multidimensional paradigm with green training as an important element along with teamwork, management support, green organizational culture are the pioneer factors in ensuring sustainable development both at firm and individual level. Finally, this paper highlights the past, current and future endeavors in green HRM paradigm, sustainable development and serves as a guide for researchers who are new to this novel concept; it will also intensity their understanding about the productive journals, appropriate methodology, underpinning theories, sustainable development and substantial knowledge gaps.
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Clarke, Oliver, and Walter Galenson. "New Trends in Employment Practice: An International Survey." Industrial and Labor Relations Review 46, no. 3 (April 1993): 596. http://dx.doi.org/10.2307/2524571.
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Harbridge, Raymond, and Anthony Honeybone. "External legitimacy of unions: Trends in New Zealand." Journal of Labor Research 17, no. 3 (September 1996): 425–44. http://dx.doi.org/10.1007/bf02685858.
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Redondo, Raquel, Maria Eugenia Fabra, and Gloria Martín. "A new ranking of IHRM journals: What type of quantitative research do they publish?" German Journal of Human Resource Management: Zeitschrift für Personalforschung 34, no. 2 (February 20, 2020): 178–201. http://dx.doi.org/10.1177/2397002220908603.
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By analyzing content, this paper aims to map empirical quantitative research on International Human Resource Management. Our filters will be “when, where, what, and how.” “When” indicates the time span we use to analyze the evolution of International Human Resource Management, “where” refers to the influential journals chosen for publication; “what” covers the different topics dealt with in IHRM, and “how” is linked to the various methodologies and statistical techniques applied. Using the “when, where, what, and how” of empirical quantitative, International Human Resource Management studies allows us to identify how different topics have been investigated and so may lead us to suggest methodological refinements to improve the analysis and knowledge of topics in International Human Resource Management. It will allow us to detect trends and research gaps and point to the most prominent journals for publication and dissemination of results.
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Amanbaeva, Balzhan, Ermekkul Zhaparkulova, Mustafa Mustafayev, and Josef Mosiej. "Assessment and Method of Water Resources Management in the Asa River Basin." Natural Systems and Resources, no. 2 (June 2021): 49–55. http://dx.doi.org/10.15688/nsr.jvolsu.2021.2.6.
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The article presents the method of water resources management in the Asa river basin and indicators of water intake, water supply and assessment of water quality. Water is an economically important resource that determines the sustainability of a country’s development. New trends show that water issues are becoming more complex with other sectors, including agriculture, energy, industry, transport, and communications, as well as with social sectors: education, environment, and healthcare, rural or regional development. The rational use of water resources, as well as the protection of water resources and access to drinking water are an important priority for the world community. The Republic of Kazakhstan is no exception, since the deficit of water resources is growing every year. Today’s global challenges, especially climate change and population growth, are making the situation even more worrisome. Climate change is caused by dynamic processes on Earth, external influences such as fluctuations in the intensity of sunlight, and recent human activities. Consequently, in the conditions of Kazakhstan, where water resources are limited, and irrigation develops in various natural and climatic zones, further intensification of irrigated agriculture can be carried out through the development of environmentally friendly integrated technologies, ecological and reclamation management of water and land resources, ensuring a decrease in the amount of unproductive losses of irrigation water, as well as protection of water and land resources from pollution by collector-waste waters, leaching of organic substances and nutrients, the rate of salt accumulation in the root layer and the rate of alkalization and alkalinization processes. This approach is predetermined by the fact that the existing methods of water resources management inevitably lead to large losses of irrigation water for infiltration, discharge and evaporation, the value of which reaches 60–70% of the water intake.
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Kuznecov, S., and M. Kaschenko. "ROBOTIZATION IN MODERN CONDITIONS OF HUMAN RESOURCE MANAGEMENT." Actual directions of scientific researches of the XXI century: theory and practice 8, no. 2 (December 29, 2020): 90–94. http://dx.doi.org/10.34220/2308-8877-2020-8-2-90-94.
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The study of the implementation of robotization in modern conditions of human resource management is becoming more and more relevant in our rapidly developing world. There are numerous discussions on the digitalization of the economy and humanity, large-scale and local trends in the use of advanced technologies and IT solutions by business entities are considered. The field of application of robots is rapidly expanding, and their actions are hidden for users, and in this sense HR-bots are "black boxes". Proceeding from this, scientists are faced with the task of thoroughly analyzing the structure, functions, etiquette and actions of robots on the efficiency of an economic entity.
Researchers around the world are focusing on the transition to a human resource management model based on IT developments, opening up the ability to use big data for HR analysts.
As for Russia, we can clearly see that new technologies are being introduced very progressively and the involvement of staff in the automation process within the organization is at a high level, but if we look much deeper, we will notice that in Russia automation is more focused on a separate business process rather than replacing the human unit with a robot.
The purpose of this article is to study the development of robotization in modern conditions of human resource management, as well as to study the problems faced by business entities in connection with the implementation of robots in control practice.
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Mykhailo Vedernikov, Oksana Chernushkina, Lesia Volianska-Savchuk, Maria Zelena, and Natalia Bazaliyska. "STRATEGIC HR MANAGEMENT IN THE DEVELOPMENT OF MODERN ENTERPRISES." Proceedings of Scientific Works of Cherkasy State Technological University Series Economic Sciences, no. 59 (December 30, 2020): 52–64. http://dx.doi.org/10.24025/2306-4420.1.59.2020.222135.
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The purpose of the article. The article considers the features of strategic human resource management as the basis of strategic potential, which affects the competitiveness of the enterprise, determines the directions of its development. The scheme of the system of strategic human resources management is presented. The goals of personnel policy and a set of tasks that allow them to be implemented are determined. The ways of realization of the strategy of human resources management at an industrial enterprise are offered. It is established that the process of implementing the strategy of the enterprise should be divided into certain conditional stages, which should be included in the action plan for the implementation of the strategy.Methodology. The strategic goal of human resources management system is to ensure the development of the enterprise through the efficient use of human capital. When forming a human resources management strategy, the main task is to identify and take into account future changes and trends, to justify changes that contribute to the sustainable development of the enterprise.The process of strategy development and implementation is continuous, which is covered in close connection with the solution of strategic tasks both in the long run and in the medium and short term, i.e. their solution in terms of strategic, tactical and operational management. Such specification of human resources management strategy and bringing it to strategic objectives and individual actions is embodied in the strategic plan – a document containing specific tasks and measures to implement the strategy, the timing of their implementation and responsible executors for each task, the amount of resources required.Results. Implementation of human resources management strategy is an important stage of the strategic management process. For it to be successful, the organization's management must adhere to the following rules: firstдн, the goals, strategies, tasks of personnel management must be carefully and timely communicated to all employees of the organization in order to obtain from them not only understanding of the organization and service personnel management, but also informal involvement in the implementation of strategies, in particular, the development of obligations to employees of the organization to implement the strategy; secondдн, the general management of the organization and the heads of personnel management service must not only ensure the timely use of all necessary resources (material, equipment, office equipment, financial, etc.), but also have a plan for implementing the strategy in the form of targeted guidelines for the state and development labor potential and record the achievement of each goal.Practical implications. The process of implementing the strategy of an industrial enterprise requires fundamentally different approaches than the process of strategy formation. First of all, because it is mainly organizational process, while the formation of strategy is mainly an analytical one. The process of implementing the company's strategy can also be divided into certain conditional stages, more precisely, areas of activity that should be included in the action plan to implement the strategy. Initial among them is decomposition, i.e. the development on the basis of a strategic plan of tactical, operational plans, as well as policies, programs, projects, rules and procedures.Value/originality. Thus, the relationship of personnel strategy and general strategy of enterprise development is realized through a mechanism that includes: coordination of goals of both strategies, the relationship of their functions, coordination of business processes of personnel management with other business processes, integration of personnel strategy results to aggregate results of the organization, control of compliance of the obtained results with the defined strategic goals of the organization. Of particular importance is the approach to human resource management as a business process. Personnel processes as a certain sequence of interrelated actions for the implementation of personnel management functions are aimed at: transformation of human assets of the organization in accordance with its strategic priorities; transformation of working conditions of employees of the organization in accordance with the expectations and needs of staff; creation of new management technologies and other HR-products.
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Suparwi, S. "Urgensi Pengelolaan Sumber Daya Manusia dalam Bisnis di Era Kontemporer." JURNAL PENELITIAN 12, no. 1 (February 1, 2018): 85. http://dx.doi.org/10.21043/jp.v12i1.4138.
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In today's globalization era companies be demanded must be able to compete with competitors who certainly not only sourced from domestic but also have to compete with competitors from abroad. The increasingly tight competition is what makes the business people must have quality human resources so that it has a good production process so that the productivity of the company can be realized. Human resources are key in every organization whether in the realm of education, politics, social, more so the business environment. although not as spaciously ancient time for its role in doing business activities but the role of human resources is quite significant and sometimes can't replaced in certain domain. Therefore, human resources as should be properly managed to function so always be productive and generate more profit for the company. Trend of human resource management in the contemporary era provides a new paradigm using information technology, so it’s very helpful in managing human resources.
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Little, Bob, and Ladislava Knihova. "Modern trends in learning architecture." Industrial and Commercial Training 46, no. 1 (January 28, 2014): 34–38. http://dx.doi.org/10.1108/ict-07-2013-0046.
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Purpose – The purpose of this paper is to examine current practice in blended learning – notably the view of blended learning as a synthesis of different approaches to the delivery of learning in order to create high impact learning. Design/methodology/approach – An exploration of the development of blended learning over the years, especially how it is being affected by developments in learning delivery technology and learning design. Findings – Learning architecture and design ought to be enhanced by the thoughtful use of various new tools, strategies and delivery platforms working in harmony. Only then can the learning process finally become highly attractive for new generations of learners. Research limitations/implications – New trends driving virtual learning prescribe the use of a portfolio of new tools. This, therefore, is producing changes in e-learning architecture, including the need for multi-device learning solutions, along with the need to implement multimedia formats in producing virtual learning solutions. Simultaneously, for educators, there have been changes in learning solutions' design based on the emergence of the self-determined and autonomous learner, as described by the concept of heutagogy. Practical implications – The complexities of creating an appropriate blend along with the most effective learning solutions for each learner – including the use of mobile platforms and social learning – have never been more challenging. Originality/value – Customising learning is in its early stages but, with the advent of new delivery technology and the growth of self-determined learners, it will become unavoidable.
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Heiman, Donald C. "Information Resource Management in an Age of Technological Change." Journal of Organizational Change Management 1, no. 2 (February 1, 1988): 48–58. http://dx.doi.org/10.1108/eb025599.
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The evolution of electronic information technologies in a Midwest state in the USA are discussed and this evolution is compared to national trends for processing information. Information management technologies are now in the third stage of evolution. Over the next five years, the technology for handling information will fully integrate voice, data, and video technologies. This integration has profound implications for how organizations manage its enactment and how organizations will adapt to their internal and external environments. In order to manage these enactments and adaptations, a new way of planning is required. Traditional “bottom up” and “top down” planning methodologies must be integrated into a planning method that defines the knit between information system architectures and resources with corporate policies and business plans. The article presents a model of this integrated planning approach for practitioners and policy makers who are responsible for designing organizational systems.
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Kainzbauer, Astrid, and Parisa Rungruang. "Science Mapping the Knowledge Base on Sustainable Human Resource Management, 1982–2019." Sustainability 11, no. 14 (July 19, 2019): 3938. http://dx.doi.org/10.3390/su11143938.
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The increasing interest in sustainability has led to the emergence of a new research focus in the field of human resource management (HRM). HRM scholars have recently begun to explore how HRM might contribute to sustainable outcomes and coined the term ‘sustainable human resource management’(S-HRM). In this bibliometric review, science mapping tools were used to examine 475 Scopus-indexed documents on S-HRM. The objectives of the review were to analyze the size, evolution, and regional distribution of this knowledge base, identify key journals, documents, as well as authors, examine the intellectual structure of this literature, and highlight topical trends. The review revealed a knowledge base that is still in the emergent phase, with a global scope but a concentration in Western developed societies. Four Schools of Thought emerged within this field. This review hopes to guide a new generation of S-HRM scholars by providing an overview of the current status of the knowledge base.
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Nowastowska, Małgorzata, and Ewa Stroińska. "Impact of Technologies on Employee Development and on the Process of Human Resource Management in Enterprise." Kwartalnik Ekonomistów i Menedżerów 52, no. 2 (April 24, 2019): 21–32. http://dx.doi.org/10.5604/01.3001.0013.2342.
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The impact of new technologies on the work system is reflected not only in the process of perceiving an employee as a resource that requires improvement, but also on the whole process of human resources management. The modern employee increasingly often not only undertakes remote work, but in the process of its execution, strives to develop and expand skills and knowledge conducive to the performance of professional activities. The way it functions in the workspace changes, as well as the system managed by a modern employee. This article addresses issues related to the impact of technology on employee development in the aspect of the possibility of improving their competencies and skills, using information and communication technologies. The popularization of the trend towards the electronic system of human resources management in the enterprise will also be described in the context of improvement of employee’s professional activities.
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Megheirkouni, Majd. "Leadership and management development post-war: exploring future trends." International Journal of Organizational Analysis 26, no. 1 (March 12, 2018): 107–28. http://dx.doi.org/10.1108/ijoa-06-2017-1176.
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Purpose The purpose of this paper is to explore and understand current challenges and future trends in leadership and management development that can help practitioners in post-wars periods, using evidence from Syrian public sector. Design/methodology/approach Qualitative method design is used for data collection: semi-structured interviews with 24 senior managers in the public sector. Findings The findings revealed that the current challenges includes egos, technological hurdles, financial constraints, instability and the different expectations of new and old staff; future trends include developing collective leadership, technology literacy applications for effective leadership development, focusing on self-learning and development, focusing on creativity and innovation for transferring learning and development and targeting both vertical and horizontal learning and development. Research limitations/implications Research data have been collected with managers working in an unstable environment. Only the public sector has been involved in the study. There were a number of limitations, e.g. selection of participant sample size and exploratory methodology, which affect generalizing the findings. Practical implications The implication of the current study is practical in nature. Essentially, post-war governments can use the results of the current study to help leaders and managers develop and implement effective strategies to meet their enormous and urgent needs. Originality/value Leadership/management development has become a strategic issue in post-war countries, acting as the key element in the stage of extensive reconstruction of damaged infrastructure, and the restoration and restructuring of social services in former conflict zones, and the restoration and restructuring of economy and many other roles.
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Pasinovych, Iryna. "Global trends regarding competence requirements for managers." Zeszyty Naukowe Wyższej Szkoły Bankowej w Poznaniu 92, no. 1 (March 31, 2021): 107–20. http://dx.doi.org/10.5604/01.3001.0014.9165.
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The article outlines priority directions of modern management, including the need to ensure the stability of companies, the formation of corporate culture, taking into account insights from behavioral economics. The author demonstrates the growing importance of a systemic approach and democratization in management and outlines key global trends in management systems, which include globalization, implementation of the principles of sustainable development, challenges associated with volatility, uncertainty, complexity and ambiguity, rapid technological development, changes in office and managerial work. Against the background of a comparative description of industrial and post-industrial society the author shows that the human capital is currently a key resource and knowledge is the driving force of development. Given these new requirements, key competencies of a modern manager are presented.
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Lita, Ratni Prima, Meuthia Meuthia, Surya Sari, and Debi Shintya Dewi. "DEVELOPMENT ASPECTS OF BUSINESS EMBROIDERY CRAFT ENNI DESIGN IN BUKITTINGGI." Jurnal Komunitas : Jurnal Pengabdian kepada Masyarakat 2, no. 1 (August 29, 2019): 60–70. http://dx.doi.org/10.31334/jks.v2i2.471.
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Community service Carried out at Enni Design in the city of Bukittinggi aims to expand the business by paying attention to aspects such as production, products, management, human resources, and facilities. Enni Design's business is expected to be Able to Increase product differentiation from competitors, improve HR capabilities in designing motifs and colors that follow fashion trends, improve human resource capabilities in preparing financial reports, and Utilize waste valuable economically. After training and innovation practices, businesses are given the opportunity to consult or discuss existing business opportunities and design strategies. The results of the training of partners show that they are Able to understand what differentiates Reviews their products Compared to competitors. In addition, it is also able to compile financial reports in accordance with accounting principles, and can manage waste into new products that are worth selling.
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KUCERA, David, and Dora SARI. "New labour rights indicators: Method and trends for 2000–15." International Labour Review 158, no. 3 (September 2019): 419–46. http://dx.doi.org/10.1111/ilr.12084.
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Martens, Albert, and Valeria Pulignano. "Immigration and trade unions in Belgium: historical trends and new challenges." Transfer: European Review of Labour and Research 14, no. 4 (January 1, 2008): 665–75. http://dx.doi.org/10.1177/102425890801400411.
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This article argues that, despite relatively good integration policies and stable, high and cross-sectoral national trade union membership, irregular immigration and irregular work in Belgium threaten workers' solidarity and trade union strength. The diffusion of ‘twilight’ workers in many companies and sectors has obliged the trade unions to call for regularisation to restore the workers' front and re-establish workers' cohesion. Although the trade unions have supported a number of actions in support of people without documents (such as hunger strikes in churches) it is not easy to convince unionised workers to accept the new ‘comrades’ and to fight racism in the workplace. Moreover, there are other difficulties, including the discussion among policy-makers of an EU ‘Blue Card’ for temporary migration for work. The latter in particular represents a new challenge for the Belgian trade unions, who traditionally have supported family reunification and long-term residence of migrants.
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Ivanova, Valentina V. "Business Process Management: Human Potential and Digital Skills." Mechanism of an Economic Regulation, no. 1 (2021): 41–54. http://dx.doi.org/10.21272/mer.2021.91.04.
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he acceleration of digitalization of business processes necessitates the study of a person’s role in the new business environment. The importance of human potential, digital information technology and digital skills of a person in ensuring effective management of business processes, in particular in making management decisions is considered in the article. It is demonstrated that the active use of human potential for this can help save time to obtain a ready-made solution. It is substantiated that such management can be ensured due to the priority of the human potential formation towards development of human mental abilities, creative thinking, and an increase in knowledge compared to mastering skills, including the digital ones. Current trends in the importance of skills in the human resources training are considered, and the opposite of the level of development of human intelligence to digital skills is revealed. It is established that the development of human thinking is an urgent problem and should have priority in the human potential formation, in particular in the knowledge part. A model of the formation and use of human potential for decision-making is offered, which demonstrates its impact on improving the quality of business process management due to the main role of a person in the decision-making process. The digital skills of employees are defined as a supporting component in the management of business processes, as they provide only an opportunity to implement and use digital information technologies, and the ability to think creatively is the key to the formation of innovative ideas and effective management decisions. Digital skills cannot be a priority in the personnel formation; therefore, it is advisable to give preference already at the selection stage to the candidate who is potentially inclined to self-development, learning, and acquiring new knowledge. A set of measures is offered to improve the formation of a set of personnel skills.
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Mishel, Lawrence. "Living standards trends in the new economy era: what can we learn?" Transfer: European Review of Labour and Research 7, no. 3 (August 2001): 406–21. http://dx.doi.org/10.1177/102425890100700306.
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This article reviews wage trends in the USA during the 1990s. Positive findings include rising living standards and a narrowing of the pronounced income inequality, particularly at the bottom. Explanations discussed include sustained low unemployment, ‘new economy effects', government policy (e.g. minimum-wage increases), and the limited role of the stock market boom. Problems are identified, such as the increased (paid) work effort required. The article closes with an evaluation of the likely consequences of the recent downturn.